Why might leaders turn to the Product Operating Model (POM) after a previous Agile transformation, for example, based on SAFe, failed?
This article uncovers the psychological, organizational, and strategic reasons behind this seeming contradiction, exploring what motivates leaders to believe that a new approach will succeed where others have not.
By all means, the “Product Operating Model” (POM) has surged in popularity, especially among traditional organizations keen to prove their adaptability. (And, of course, among the McBostonians who, now that ”Agile” is dead, need a substitute to bill their junior consultants.) Which brings us to the problem of Product Washing.
On the surface, the product operating model promises a more customer-focused, outcome-driven approach. Empowered teams create value iteratively rather than following rigid, output-focused roadmaps. Best of all, they do so autonomously, well-aligned with the organization’s overall strategy and the possibly myriad other teams working on different initiatives. Think of SAFe done right.
Yet, for all its promise, the product operating model risks becoming another buzzword rather than an actual driver of transformation. Organizations that tout a “product-led” philosophy often do so without making the profound changes needed to live by it. This hollow adoption of product practices, or what we might call “Product Washing,” leaves companies stuck in the same old dynamics but with a new vocabulary: transformation by reprinting business cards. (Does this sound familiar?)
Undergoing a transformation to Agile Primitives from a botched [insert your failed agile framework of choice here] isn’t about adopting another framework; it’s about returning to core principles that empower teams and deliver real value. (Please note: If you haven’t read the article on Agile Primitives, please do so now.)
This journey requires leaders to model desired behaviors, embrace vulnerability, and foster a culture where failure is a learning opportunity. Middle management should be engaged as enablers, not obstacles. It’s not a quick fix but a commitment to genuine agility through people-centric practices.
By focusing on the Agile Primitives, organizations can reignite the spirit of agility and achieve meaningful, lasting transformation. Start today with this comprehensive sketch of what you need to address in your organization to overcome dysfunction, create value, and become competitive and profitable again.
Are we losing sight of what truly matters in Agile? The future isn’t about rigidly adhering to or outright dismissing frameworks like Scrum or SAFe. Instead, it’s about returning to the fundamental principles — the Agile Primitives — that genuinely empower teams to adapt, innovate, and deliver real value. By refocusing on these core elements, organizations can move beyond mere methodological compliance and embrace authentic agility.
Dive in to explore how the Agile community is coming full circle, rediscovering the essence that made Agile transformative in the first place.
This article delves into the darker aspects of Founder Mode, popularized by Paul Graham and others. It offers a critical perspective for agile practitioners, product leaders, startup founders, and managers who embrace this paradigm and probably fall victim to survivorship bias; the Jobs and the Cheskys are the exception, not the rule.
The article explores how resulting tendencies, such as micromanagement, lack of strategic transparency, team devaluation, and reckless risk-taking, can undermine organizational health, stifle innovation, and conflict with agile principles. These can jeopardize long-term success while making work in organizations with a failed founder mode application miserable for everyone below the immediate leadership level and the founder himself.
Stakeholders often regard Scrum and other agile teams as cost centers, primarily focused on executing projects within budgetary confines. This conventional view, however, undervalues their strategic potential. If we reconsider agile teams as investors—carefully allocating their resources to optimize returns—they can significantly impact an organization’s strategic objectives and long-term profitability.
This perspective not only redefines their role but also enhances the effectiveness of their contributions to the business by solving the customers’ problems.
