With a product mindset, metrics such as increased market share, better customer engagement, and increased business capacity align cross-functional teams to a common goal and create shared accountability. To justify their existence or assert their control over timelines, some IT leaders may still insist on measuring activities, such as project status, uptime, or on-time, on-budget delivery, but they have little inherent value. To prioritize value, it is important to focus on the right metrics. Here are seven tips to help organizations develop the flexibility and understanding to truly move toward a product-driven, customer-focused mindset (figure 2). That said, this is a journey well-worth taking. Plus, organizations often have natural “corporate antibodies” that resist change unless it is universally supported from the top and reinforced with incentives. Many organizations find this journey daunting because it changes the decades-old processes, systems, and ways of working. The product shift often requires an enterprisewide effort to transform the company’s mindset and set in motion systemic changes that could continuously reinforce the desired actions and behaviors. Piecemeal agile methods and tools may drive performance improvements or small wins, but they often stall when met with cultural and organizational resistance. Adopting necessary culture, talent, and role adjustmentsīy successfully navigating across these three dimensions, organizations can ease into a product-centric mindset (figure 1).Ĭhanging the mindset from performance to value.In our work with many clients on this enterprisewide shift toward a product-centric mindset and operating model, we have discovered that organizations commonly struggle across three dimensions: A product shift typically requires organizations to rewire from top to bottom and reimagine how work gets done and delivered. It’s a step-by-step journey toward a customer-focused mindset, which can enable and empower teams beyond IT to deliver iterative value, reaching every corner of the enterprise. Instead, a product shift typically requires organizations to rewire from top to bottom and reimagine how work gets done and delivered. Therefore, a product mindset is simply a way to deliver this good, service, or experience in a way that delights the customer while maximizing the value to the enterprise.īecoming a product-centric company isn’t another effort to simply boost efficiency or replace existing processes with new ones. However, without the right mindset, operating model, skills, and culture to support these tools, organizations will likely not be able to reach their desired business outcomes. What is a product? And how can a product focus enable an enterprisewide transformation that can help an organization not only survive, but thrive in today’s customer-focused landscape? We define a product as: “A good, service, or experience that fulfills a customer’s want, need, or desire, in exchange for something of value.” There are many methods and tools available to enterprises, such as SCRUM, SAFe, and Kanban, that can help to deliver work in a lean and agile manner. They can innovate at market speed, across the entire enterprise, and deliver sustainable results at scale. The product shift can allow organizations to deliver value rapidly and consistently, directly targeting customer needs. In order to truly benefit from these transformations, organizations should shift their current operating models and mindsets. Seventy-nine percent of respondents in our 2020 Global Technology Leadership Study indicated that they have recently undertaken a technology-enabled transformation, or are considering one.
0 Comments
Leave a Reply. |
Details
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |