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Product-led, Product-Oriented, Product Mindset, and many similar terms have, for many, become buzzwords in the past few years.
We use them to vaguely describe how good product companies work. It’s hard for someone trying to achieve those ways of working to know how they can get closer to them.
So we revert back to considering the specific practices that can be copied. This is a mistake because (1) a “copy-paste” will likely fail without adaptation and (2) because you focus on the activity versus the result and underlying principle of that way of working.
We have seen this in the agile space, where many companies implemented what is now known as agile-theater - having all the scrum practices fully done, with 0 agility gained.
Instead of pursuing practices or buzzwords, let's pursue foundational principles ingrained in a product culture. We can observe Real behavior changes regardless of the particular practice or way we do it.
But Foundations can also become buzzwords easily. So following my practical spirit, I want to give some specific connections from the principles to the observable behaviors we can expect in an organization that embraces them.
A foundational requirement to transform how you build successful products is having teams that focus on the results instead of deliverables.
Teams won’t care to research and understand the user’s problems if they are told what to build and are measured by getting fast and on-budget to the required output. They won’t either experiment or iterate to get the most valuable solution.
Teams will lack motivation and purpose, and your company will lack valuable innovation. Instead, we want missionary teams focused on delivering value to the user and the business.
These teams are given problems to solve and are held accountable for the results they achieve.
Observable behaviors