Help transform your business and innovate like the world's top tech companies!

In INSPIRED, product thought leader Marty Cagan revealed the best practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model.

Yet, the most common question after reading INSPIRED and EMPOWERED has been: "Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?"

TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before. 

TRANSFORMED has three big goals:

• First, the book will educate you with a deep understanding of the product operating model, and what it means to work that way.
• Second, the book will convince you with detailed case studies of successful transformations, that while difficult, it is absolutely possible for you to transform your company to the product operating model.
• Third, the book will inspire you with truly impressive case studies of product innovation, showing what you too will be capable of doing once you successfully transform.

TRANSFORMED is written for those driving change, including the senior company leaders―starting with the CEO―as well as the senior executives and stakeholders who need to collaborate with the product teams, the product leaders, the members of the product teams, and all those who either support or depend on these product teams.

Written by best-selling author Marty Cagan and his partners at the Silicon Valley Product Group, TRANSFORMED is filled with real-world examples and proven, practical advice from their decades of experience helping companies move to the product operating model.

Table of Contents

PART I INTRODUCTION

Chapter 1 Who Is This Book For?

Chapter 2 What Is a Product Operating Model?

Chapter 3 Why Transform?

Chapter 4 A Typical Transformation

Chapter 5 The Role of the CEO

Chapter 6 A Guide to TRANSFORMED

PART II TRANSFORMATION DEFINED

Chapter 7 Changing How You Build

Chapter 8 Changing How You Solve Problems

Chapter 9 Changing How You Decide Which Problems to Solve

PART III PRODUCT MODEL COMPETENCIES

Chapter 10 Product Managers

Chapter 11 Product Designers

Chapter 12 Tech Leads

Chapter 13 Product Leaders

Chapter 14 Innovation Story: Almosafer

PART IV PRODUCT MODEL CONCEPTS

Chapter 15 Product Teams

Chapter 16 Product Strategy

Chapter 17 Product Discovery

Chapter 18 Product Delivery

Chapter 19 Product Culture

Chapter 20 Innovation Story: Carmax

Part V Transformation Story: Trainline

PART VI THE PRODUCT MODEL IN ACTION

Chapter 21 Partnering with Customers

Chapter 22 Partnering with Sales

Chapter 23 Partnering with Product Marketing

Chapter 24 Partnering with Finance

Chapter 25 Partnering with Stakeholders

Chapter 26 Partnering with Executives

Chapter 27 Innovation Story: Gympass

Part VII Transformation Story: Datasite

PART VIII TRANSFORMATION TECHNIQUES

Chapter 28 Transformation Outcome

Chapter 29 Transformation Assessment

Chapter 30 Transformation Tactics—Competencies

Chapter 31 Transformation Tactics—Concepts

Chapter 32 Transformation Tactics—Adoption

Chapter 33 Transformation Evangelism

Chapter 34 Transformation Help

Part IX Transformation Story: Adobe

PART X OVERCOMING OBJECTIONS

Chapter 36 Objections from Customers

Chapter 37 Objections from Sales

Chapter 38 Objections from the CEO and Board

Chapter 39 Objections from Line of Business

Chapter 40 Objections from Customer Success

Chapter 41 Objections from Marketing

Chapter 42 Objections from Finance

Chapter 43 Objections from HR/People Ops

Chapter 44 Objections from the CIO

Chapter 45 Objections from the PMO

Chapter 46 Objections from Inside Product

Chapter 47 Innovation Story: Kaiser Permanente

PART XI CONCLUSION

Chapter 48 Keys to Successful Transformation

Chapter 49 Innovation Story: Trainline