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The primary challenge in business is how to enable a group of people to work together effectively to deliver value to customers. **Value is defined as benefit compared with cost.** Large organizations tend to organize people into functional groups and hand work across in a sort of relay race from customer need to customer satisfaction. The problem with these functional silos is they end up operating not as a single relay team but as entirely separate teams that train independently and may have differing goals.
Silos are effective for personnel management but not for cross-organizational flow.
Understanding Work as a Flow
IT Revolution
The product operating model is sometimes referred to as product-led company or product-centric company. We don't like those terms because they often have the unfortunate side effect of implying that the product organization is taking over. Similarly, while the product operating model is an example of a customer-driven company, that term has been misused to the point that it has lost its utility.
In product development, avoiding these pitfalls requires not only defining the right metrics but also maintaining a willingness to revisit and refine them. Metrics should not be static; they must evolve as the context and the goals change. Moreover, leaders must remain vigilant to ensure that the pursuit of those metrics does not lead to a loss of purpose or values. Sometimes it means slowing down, adding friction, or choosing a less profitable path because it’s the right one.
Unintended Consequences - by Mike Fisher
Unintended Consequences
Mike Fisher
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