Transformed

PART IITransformation Defined

There are so many anti-patterns when it comes to transformation.

Many of us have witnessed failed transformations, but few have witnessed true successes. Which makes the lessons learned from successful transformations unusually valuable.

One question we get quite frequently is: “What can our company do after transformation that we couldn't do before?”

Since we in the product world talk a great deal about outcomes and results, we think that's the right question.

And this book emphasizes the capabilities and results of those companies that have transformed, especially their ability to respond to threats and take advantage of new opportunities.

But assuming the leaders of a company believe they need to truly transform, what does that really mean?

Many of you have heard things like “Transforming to Agile may be necessary, but it's in no way sufficient.”

Or, “The heart of transformation is moving from feature teams to empowered product teams.”

Or, “The goal is to transform to a product-led company.”

While each of these comments may speak to a specific aspect of transformation, none gives a good, holistic picture of what is truly meant by transformation.

So, in this book, we take a different approach.

Instead of applying a label (“Agile,” “Empowered Teams,” “Product-Led Company”), we think it's more useful to look at what is actually changing.

In this book, we discuss the product model as change along three distinct dimensions:

1. Changing how you build ...