Rethinking Authenticity in Leadership: Focusing on What Really Matters

Rethinking Authenticity in Leadership: Focusing on What Really Matters

Authenticity is often celebrated as an essential trait for effective leadership. We’re told that to lead well, we need to “be our authentic selves.” But is this really what we should be striving for?

While the aspiration for authenticity is understandable, I believe it’s worth questioning whether it’s the best path forward – particularly when our goal is to create an environment where others can thrive. Authenticity, while valuable, is not a one-size-fits-all solution for leadership, and in some cases, prioritising it can distract from what really matters.

Understanding Authenticity in a Leadership Context

At its core, authenticity is about being true to one’s values and principles. In a world where trust in leadership is often in short supply, authenticity appeals because it promises honesty, transparency, and a sense of reliability. Yet, as leaders, we must remember that we are all human – and inevitably flawed. Not every part of our authentic selves is always suited to every situation.

There are moments when bringing our “unfiltered, authentic selves” into professional contexts may not serve us, our teams, or the goals we’re trying to achieve. Being a leader often means stepping into a role where our own desires or preferences need to take a back seat to what’s best for the team. This is why authenticity, while a great concept, shouldn’t always be the priority in leadership.

What Should We Strive For Instead?

For me, effective leadership is less about “being authentic” and more about creating the right conditions and safe environments where people can thrive. People work best when they feel respected, supported, and safe to express themselves – and this doesn’t always require complete authenticity from a leader. Instead, it demands thoughtful, empathetic actions that build trust and psychological safety.

Creating these conditions means fostering an environment with a few essential elements:

• Psychological Safety: This is foundational. People need to feel that they can share ideas, raise questions, and make mistakes without fear of judgement or reprisal. Psychological safety allows people to bring their best selves to work, knowing that they’ll be supported rather than criticised for taking risks or sharing dissenting views.

• Open Communication: Authenticity is sometimes equated with “speaking one’s mind,” but in a team setting, communication needs to be more strategic. Leaders should aim for open and transparent communication that prioritises clarity, alignment, and respect, even if it sometimes requires setting aside personal views or preferences.

• Mutual Respect: An environment of respect doesn’t rely solely on a leader’s authenticity. Instead, it’s about recognising and valuing each team member’s unique contributions, perspectives, and strengths. Respect builds connection and motivation and fosters a culture where people feel truly valued.

By focusing on these aspects, we create the conditions for people to thrive, contribute meaningfully, and grow. This, to me, is the essence of effective leadership.

The Risk of Over-Prioritising Authenticity

If we focus solely on authenticity, we risk overlooking what actually matters: cultivating an environment where people feel valued, empowered, and safe to take risks. Authenticity is about “being true to oneself,” but leadership often demands something broader – adapting to bring out the best in others, even if that means holding back certain aspects of our own personality or preferences.

For instance, imagine a leader who is “authentically” direct to the point of bluntness. In some situations, that might be helpful; in others, it could inhibit openness and make team members hesitant to speak up. To be effective, a leader may need to temper this bluntness, not because they’re being inauthentic, but because they’re striving to create an environment where others feel comfortable and engaged.

The distinction here is important. Authenticity is about self-alignment, while leadership is about creating conditions that enable others to succeed. When we confuse the two, we risk misplacing our priorities. Leadership requires adaptability – the willingness to adjust our approach to meet the needs of our team and our goals, rather than solely honouring our personal tendencies.

Moving Beyond Authenticity to What Really Drives Success

So, rather than prioritising authenticity alone, I believe we should focus on creating conditions for growth, resilience, and trust within our teams. This is what truly drives success, helping individuals and teams to thrive.

Ultimately, the goal isn’t to dismiss authenticity altogether. There are times when being authentic is critical for building trust and showing vulnerability. However, when we lead with the needs of our team in mind – focusing on psychological safety, open communication, and respect – we can create a truly supportive environment. And in that environment, people feel empowered to bring their best, and the whole team benefits as a result.

In Summary

Authenticity is valuable, but it’s not the be-all and end-all of leadership. Let’s not confuse authenticity with what’s actually important. Effective leadership is about adaptability, empathy, and creating conditions where others can do their best work. When we shift our focus from “being authentic” to enabling others to thrive, we unlock the full potential of our teams – and that’s a far more impactful, sustainable goal.

Why Stakeholders Need to Have Skin in the Game Throughout the Product Journey

In product development, involving stakeholders is often seen as a given. However, simply keeping them informed is not enough. It’s crucial that stakeholders have a vested interest—what we call “skin in the game”—in the success of the product. One effective way to achieve this is by directly linking the product’s performance to their Key Performance Indicators (KPIs) and outcomes. When stakeholders realise that their own success depends on the product’s performance, they become more engaged and committed. Here’s why this approach can make a significant difference.

1. Shared Accountability and Ownership

When stakeholders have a tangible investment in the product’s success, they are more likely to share accountability. This shared ownership helps to align everyone’s focus on the same outcomes, reducing the risk of conflicting priorities. By tying their KPIs to product performance, stakeholders are more inclined to contribute meaningful input based on their domain expertise. This prevents potential roadblocks and ensures that the product not only meets market needs but also supports the organisation’s strategic objectives.

2. Building Trust and Transparency

Involving stakeholders in the product journey fosters trust and transparency. Regular updates and inclusive decision-making processes ensure that all parties are well-informed about the product’s direction and any challenges encountered. When they can see how the product impacts their KPIs, it creates a stronger alignment between their goals and the product’s success, further enhancing trust and collaborative problem-solving.

3. Better Decision-Making and Risk Mitigation

Having stakeholders actively engaged allows for more informed decision-making. When key stakeholders understand the product’s journey and the reasoning behind pivotal decisions, they are more likely to support those decisions. If their KPIs are tied to the product’s performance, they have an added incentive to identify and address potential risks early on, using their unique perspectives to help guide the team towards effective solutions.

4. Enhancing Product Relevance and Market Fit

Stakeholders often represent different facets of the business, from customer service to sales to finance. By linking product performance to their KPIs – such as customer satisfaction, sales targets, or operational efficiency – they are more motivated to ensure the product is developed with a comprehensive understanding of market needs and business objectives. This holistic view can prevent the product from deviating from its intended value proposition, thus enhancing its relevance and market fit.

5. Improving Team Morale and Engagement

When stakeholders show that they are genuinely invested in the product and that their performance is directly influenced by its success, it can have a positive impact on the product team’s morale. Knowing that their work is valued and supported at higher levels can drive team members to put in that extra effort to deliver outstanding results. This shared sense of purpose across the organisation creates a more collaborative environment, making it easier to overcome challenges together.

6. Streamlined Product Development and Faster Time to Market

Active stakeholder involvement often translates to quicker decision-making and fewer iterations, as potential issues are addressed early on. When stakeholders see the link between their KPIs and the product’s success, they are more likely to advocate for efficient processes and resource allocation. This alignment allows the team to focus on building and refining the product, leading to a more efficient development process and faster time to market.

How to Involve Stakeholders Effectively

  1. Early Engagement: Involve stakeholders right from the initial discovery phase. This ensures their input is considered in shaping the product vision and strategy.
  2. Align Product Goals with KPIs: Map out how the product’s success impacts each stakeholder’s KPIs. This could mean tying a new feature to the sales team’s conversion targets or aligning a platform upgrade with the customer support team’s efficiency metrics.
  3. Clear Communication: Keep stakeholders updated through regular meetings and transparent reporting on progress, challenges, and changes in direction. Use these opportunities to reinforce how the product’s performance will impact their KPIs.
  4. Feedback Loops: Establish mechanisms for stakeholders to provide feedback throughout the product lifecycle. This could include prototype demonstrations, user testing sessions, and regular review meetings. Incorporating their feedback can directly influence the product’s ability to meet their KPI goals.
  5. Shared Metrics for Success: Define success metrics that resonate with both the product team and stakeholders. This alignment helps in maintaining focus on shared goals and strengthens the connection between product outcomes and stakeholder performance.
  6. Celebrate Milestones Together: Acknowledge and celebrate key achievements with all stakeholders involved. This reinforces their connection to the product’s success and maintains high levels of engagement.

Conclusion

Involving stakeholders throughout the product journey is more than just a best practice – it’s a strategic approach that ensures alignment, mitigates risks, and enhances the product’s success in the market. By linking product performance to their KPIs, you create a strong incentive for them to be actively engaged, resulting in more collaborative efforts and better outcomes. This way, you not only build successful products but also strengthen the overall organisational commitment to achieving shared goals.

Product Management is Not Like the Books

When you start in product management, it’s tempting to believe that following the advice from best-selling books will lead to success. The reality is quite different. While books offer frameworks and methodologies, the day-to-day of a product manager is far more nuanced and unpredictable.

1. It’s All About People, Not Just Processes

Books often highlight the importance of frameworks like Agile or Lean, and while these are useful, they rarely address the biggest variable: people. Every team member, stakeholder, and customer brings their own perspectives and motivations. Navigating these relationships requires a blend of empathy, negotiation, and sometimes sheer patience—skills that are hard to learn from a book.

In my experience working with over 30 companies, from fintech to retail, I’ve found that understanding what drives people and fostering an environment of trust and psychological safety is crucial. It’s not just about delivering features; it’s about getting the whole team aligned on why those features matter .

2. The Myth of the Perfect Roadmap

A product roadmap is often presented as a blueprint for success. But in reality, it’s more of a hypothesis that needs constant testing and adjustment. Market conditions change, customer needs evolve, and technical challenges arise. A rigid roadmap can lead to missed opportunities and unnecessary stress.

Instead, a flexible approach that prioritises outcomes over outputs is far more effective. I’ve seen teams flourish when they shift their focus from delivering a predefined set of features to solving real customer problems as they emerge .

3. The ‘MVP’ Trap

Minimum Viable Products (MVPs) are often misunderstood. They’re not just a pared-down version of a product, but a tool to test assumptions. However, many teams fall into the trap of thinking an MVP is a quick way to get a product to market, leading to a ‘Phase 1’ release rather than a genuine experiment.

For instance, the MVP for Uber wasn’t an app with all the features we know today; it was a simple test to see if people would use a mobile app to hail a ride from their phones. This light-touch approach allowed them to validate their core assumption before investing heavily in development .

4. Data is Important, but So is Context

While data can tell you what is happening, it rarely tells you why. I’ve worked with companies drowning in metrics—page views, user clicks, conversion rates—but struggling to connect these to real user behaviour. It’s crucial to balance quantitative data with qualitative insights from user research and customer feedback.

In one of my previous roles, I implemented a system to prioritise customer feedback alongside our analytics. This approach provided a clearer picture of our users’ needs and helped us make more informed decisions .

5. The Reality of Leadership and Stakeholder Management

Product management is not just about managing the product; it’s about managing expectations. Stakeholders often want certainty—a list of features to be delivered by a specific date. But in a dynamic environment, this is rarely possible. It’s essential to communicate the benefits of flexibility and focus on outcomes rather than a fixed set of deliverables.

I’ve led teams through successful transformations by keeping the focus on business value and aligning stakeholders around shared goals, rather than rigid timelines and outputs.

Conclusion: Embrace the Chaos

Product management in the real world is messy, unpredictable, and rarely goes according to plan. But that’s what makes it exciting. The books offer a foundation, but they can’t teach you how to navigate the complexities of people, changing markets, and unexpected challenges.

If you’re finding that product management isn’t matching up to the textbooks, don’t be disheartened. Embrace the chaos, stay flexible, and remember that it’s not about following a process perfectly—it’s about delivering real value to your customers.

Debunking the Top 10 Myths of Product Management: What the Books Don’t Tell You

Product management is often seen as a mystical role where a single individual holds the key to unlocking the success of a product. However, reality paints a very different picture. Many myths surround this role, often perpetuated by popular books and articles that oversimplify the complexities involved. Here, I aim to debunk the top ten myths that most resources gloss over, sharing insights from years of real-world experience.

1. Myth: The Product Manager Is the CEO of the Product

Reality: While this metaphor sounds grand, it’s far from the truth. Unlike a CEO, a product manager doesn’t have direct control over most resources, including budget, people, and technical direction. Instead, they influence without authority, aligning cross-functional teams towards a common goal. The real skill lies in negotiation and persuasion rather than command and control.

2. Myth: You Need to Know Everything about Technology

Reality: Understanding technology helps, but you don’t need to be an ex-developer to succeed as a product manager. What’s crucial is being able to speak the language of your engineers, appreciate the constraints they work within, and bridge the gap between technical and non-technical stakeholders.

3. Myth: All Product Managers Have a Defined Roadmap

Reality: While a roadmap provides a sense of direction, it’s rarely set in stone. Real-world product management involves constant adaptation to changing customer needs, market shifts, and stakeholder feedback. Success lies in managing these changes without losing sight of the overall vision.

4. Myth: Every Decision Is Based on Data

Reality: Although data-driven decision-making is ideal, it’s not always possible. Many decisions are made with incomplete data or involve balancing conflicting interests. Experience, intuition, and stakeholder input often fill the gaps where data is lacking.

5. Myth: You Need to Be an Expert in Your Industry

Reality: Industry knowledge can accelerate your learning curve, but adaptability and a strong understanding of core product principles are far more valuable. Each product and customer base is unique, and applying a fixed industry playbook can be limiting.

6. Myth: The Customer Is Always Right

Reality: While listening to customers is vital, they often describe solutions rather than the problems they face. A skilled product manager digs deeper to understand the root issues and crafts solutions that customers may not have envisioned.

7. Myth: Agile Is the Best Methodology for Every Product Team

Reality: Agile is widely adopted, but it’s not a one-size-fits-all solution. The effectiveness of agile depends on the team’s maturity, the organisation’s culture, and the nature of the product. In some cases, hybrid approaches or even traditional methods may be more appropriate.

8. Myth: Product Managers Must Say ‘No’ Often

Reality: While focus is key, being the “No” person can erode trust and collaboration. Effective product managers learn to prioritise through context and trade-offs, presenting alternative paths rather than outright rejection.

9. Myth: The Best Ideas Always Win

Reality: Politics, timing, and organisational dynamics can heavily influence which ideas are prioritised. A good product manager understands these dynamics and champions ideas in a way that resonates with both the team and leadership.

10. Myth: The Product Manager’s Job Is Done Once the Product Is Launched

Reality: Launching a product is just the beginning. Continuous monitoring, collecting user feedback, iterating, and ensuring the product evolves with changing needs is where the real work begins. Post-launch, the product manager’s role in driving adoption and addressing new challenges is crucial.

Conclusion

Product management is far more nuanced than most textbooks suggest. It’s not about being a mini-CEO or a technical guru, but about balancing multiple perspectives and navigating complex situations with finesse. Recognising and understanding these myths can help aspiring product managers better prepare for the realities of the role.

Think Big, Work Small – Achieving Meaningful Change Through Pragmatic Steps

In technology leadership and product management, there’s often a dilemma: how do we turn ambitious visions into tangible results? The answer lies in the principle of “Think Big, Work Small.” This approach emphasises having a clear, overarching vision while breaking it down into smaller, manageable actions that drive progress. It’s a philosophy that has guided me through numerous technology transformations and product launches, ensuring that lofty goals are met with disciplined execution.

Why “Thinking Big” Matters

Having a big-picture view is essential for any leader. It provides a sense of direction and purpose that aligns teams, stakeholders, and resources around a shared objective. When you think big, you’re not just setting goals – you’re articulating a vision of what the future could look like if everything is executed as planned. This can be incredibly motivating, providing a clear ‘why’ behind the work.

Whether leading a product team to develop a new feature set or guiding an organisation through a digital transformation, a well-defined vision is crucial. It serves as the North Star that everyone can look towards, ensuring that all efforts are aligned with the ultimate goal.

But simply having a vision isn’t enough. Without a concrete plan to achieve it, even the best ideas can fall flat. This is where “working small” comes into play.

The Power of “Working Small”

Breaking down a big vision into smaller, actionable steps is the key to making consistent progress. It involves identifying the critical milestones required to achieve the vision and then setting clear, short-term goals that lead towards these milestones. This approach not only makes large projects more manageable but also helps maintain momentum and motivation.

Here are a few strategies that have helped me implement the “Think Big, Work Small” approach effectively:

1. Define the Vision Clearly

Establish a compelling vision that outlines what success looks like. This ensures that everyone understands the desired outcome and is motivated to contribute towards it.

2. Break Down the Vision into Milestones

Identify the key steps needed to realise the vision. Map out a clear, step-by-step plan with specific milestones that mark progress towards the end goal.

3. Prioritise Quick Wins

Look for actions that can deliver immediate value. These quick wins help build confidence and demonstrate progress to stakeholders, creating a positive feedback loop.

4. Embrace a Continuous Feedback Loop

Regularly review and adjust the plan based on what’s working and what isn’t. This keeps the project on track and ensures that the team can respond to changes and new information as it becomes available.

5. Empower Teams

Give teams the autonomy to innovate and experiment within the framework of the larger vision. This encourages ownership and can lead to unexpected breakthroughs, as teams feel more engaged and invested in the process.

Real-World Application

I’ve applied this approach across various organisations, whether building a new digital product or leading a large-scale technology transformation. One particular instance was during my time at 101 Ways, where we were tasked with delivering a complex e-commerce platform for a major retailer.

The project had ambitious goals, but the sheer scope of the work made it daunting. By breaking the project into smaller phases – focusing first on establishing a robust platform, then gradually introducing additional features – we were able to deliver tangible results at each stage. This approach kept stakeholders engaged, the team focused, and ultimately led to the successful delivery of the project.

Another example is my experience at Climate Impact Partners, where we aimed to enhance digital experiences for our clients while driving innovation and aligning digital initiatives with broader corporate goals. By breaking this larger vision into specific initiatives and achievable targets, we managed to introduce impactful changes in a relatively short period of time.

Why This Approach Works

“Thinking Big” provides the ambition and motivation needed to pursue transformative goals. But without the discipline to “Work Small,” projects can become overwhelming, and even the best-laid plans can fall apart. By focusing on small, incremental steps, you can ensure steady progress and maintain the flexibility to adapt to new challenges as they arise.

This approach also fosters a culture of continuous improvement. By celebrating small wins and regularly reviewing what’s working and what isn’t, teams can learn and adapt more effectively, building a strong foundation for long-term success.

How You Can Apply This Principle

If you’re looking to apply this principle in your organisation, start by defining a clear, inspiring vision. Then, break it down into specific, achievable steps. Encourage your teams to focus on delivering small wins and use regular feedback to refine your approach.

Are you grappling with a complex vision and struggling to turn it into reality? Let’s connect. I’m always up for a conversation on how we can break down big ideas into actionable steps.

From Hype to Impact: The Future of AI for Meaningful Business Growth

Artificial Intelligence (AI) is all around us, dominating headlines and transforming how we think about the future of work, industries, and even our everyday lives. But with all the excitement, a question remains: how many businesses are genuinely realising the benefits of AI? Are we truly moving from hype to impact, or are we still navigating inflated expectations?

This post will explore how businesses can cut through the AI buzz and use this powerful technology to drive meaningful growth.

Understanding the AI Hype

For years, we’ve been told that AI will revolutionise everything, from how we work to live. We’ve seen bold claims about AI replacing entire job sectors or solving problems with a quick plug-and-play solution. While these claims grab attention, they’ve also set businesses up for disappointment when the reality doesn’t match the hype.

So why does this hype exist? AI is evolving rapidly, and the media amplifies the most futuristic scenarios. The truth is that AI is a tool – albeit a powerful one – but it’s only as effective as the strategy behind its use. To truly understand AI’s potential, we must move beyond the flashy headlines and focus on how it can drive tangible business outcomes.

AI’s Real-World Impact: Moving Beyond the Buzz

While the hype around AI is hard to ignore, there are numerous examples of businesses using it effectively to achieve measurable results.

Take retail as an example. AI is driving personalisation at a level previously unimaginable. Companies like Amazon use AI to analyse user behaviour and preferences, offering highly relevant product recommendations. This enhances the customer experience and boosts revenue through deeper engagement.

In finance, AI is transforming fraud detection. Machine learning algorithms can spot unusual patterns in transaction data far faster than any human team could. This results in quicker interventions, saving companies millions and protecting consumers.

Even in sustainability, AI is having a profound effect. Intelligent systems optimise energy consumption, helping businesses meet their carbon reduction goals while cutting costs.

These are just a few examples of where AI is already making an impact – not because it’s shiny and new, but because it’s helping companies drive efficiencies, improve customer experiences, and boost profitability. These are real outcomes, far removed from the more speculative discussions around AI’s future.

The Strategic Approach: AI as a Business Enabler

To unlock AI’s true potential, it’s crucial to think of it as more than just a tool. It needs to be embedded within your overall business strategy. This is where many organisations stumble – deploying AI without aligning it to clear business objectives.

Here are three key factors that businesses need to focus on:

  1. Clear Objectives: Before deploying any AI solution, ask yourself: What are we trying to achieve? Whether improving operational efficiency, enhancing customer experiences, or creating new products, AI initiatives must be tied to specific, measurable business goals.
  2. Data as a Resource: AI’s effectiveness is directly tied to the quality of data you feed it. Many companies have vast amounts of data but lack the necessary governance or structure to use it fully. Investing in proper data management is the foundation for AI success.
  3. Human-AI Collaboration: Despite the fears of AI replacing jobs, the real power lies in human-AI collaboration. AI can take over repetitive tasks, allowing people to focus on more creative and strategic work. In sectors like healthcare, AI assists doctors in analysing vast data sets, but the final diagnosis still depends on human judgment.

Businesses can create a more innovative, agile, and competitive environment by treating AI as an enabler rather than a replacement.

The Future of AI: Trends to Watch

While AI has already impacted, the future holds even more exciting possibilities. One major trend is Generative AI, which can create new content, designs, or solutions based on its training. This opens the door for AI to optimise current business models and create entirely new ones.

Another trend is the growing focus on Responsible AI. As AI becomes more deeply integrated into our lives and businesses, ensuring it operates ethically and transparently will be critical. Issues like bias, fairness, and data privacy are already at the top of companies’ minds when using AI responsibly.

Finally, we’re seeing the democratisation of AI tools. AI is no longer just for tech giants – businesses of all sizes can now access AI platforms and solutions that enable them to innovate and compete in new ways.

From Hype to Impact: Making AI Work for You

AI is not just the future – it’s here today. But for businesses to harness its full potential, they need to move beyond the hype and use AI as a strategic enabler for growth. Those who do will not only thrive but lead the next wave of innovation.

Every business should now ask the question: What could we achieve if AI worked alongside us, not just for us?

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Implementing Product Operations in Your Organisation

Introduction:

Welcome to Part 3 of my series on Product Operations. In the previous parts, we have delved into the concept, benefits, challenges, and real-world applications of Product Operations (ProductOps). In this final instalment, I’ll provide practical advice on implementing ProductOps in your organisation. If you’ve been following along, have any questions, or want to share your experiences, please don’t hesitate to contact me at mike@mike-dixon.com.

How to Implement Product Operations:

The first step towards implementing ProductOps in your organisation is understanding your current product management processes and workflows. This involves auditing your current tools, technologies, and methodologies to identify gaps and areas for improvement.

Once you understand your current state, you can start planning your ProductOps implementation. This typically involves the following steps:

  1. Define your objectives and KPIs: Before implementing ProductOps, you should clearly understand what you hope to achieve. This could be anything from improving efficiency and consistency to enhancing collaboration and data-driven decision-making.
  1. Assemble your ProductOps team: A successful ProductOps function requires a cross-functional team with diverse skills. This includes operational skills, technical expertise, and a deep understanding of product management. Business Analysts often make great ProductOps people as they understand processes, business value, are great communicators and love solving problems with pragmatism.
  1. Standardise processes and procedures: ProductOps involves creating standardised processes and procedures that can be used across all your products. This includes everything from product planning and prioritisation to communication and collaboration.
  1. Implement tools and technologies: ProductOps teams often manage the tools and technologies used by product teams. This might involve selecting and implementing new tools or optimising existing ones.
  1. Measure and optimise: After implementing ProductOps, it’s important to continually measure performance against your KPIs and look for opportunities to optimise. This could involve refining your processes, upskilling your team, or investing in new technologies.

Conclusion:

Implementing Product Operations can be complex, but the benefits make it worthwhile. By implementing ProductOps, organisations can drive efficiency and consistency, enable data-driven decision-making, and free up Product Managers to focus on strategic, higher-value activities.

Remember, ProductOps is not a one-size-fits-all solution, and the best approach will vary depending on your organisation’s unique needs and circumstances. Be prepared to adapt and evolve your approach as you go.

That concludes our series on Product Operations. I hope you’ve found it informative and insightful. As always, I welcome your thoughts and feedback, so please don’t hesitate to contact me at mike@mike-dixon.com.

The Role of Product Operations in the Real World

Introduction:

Welcome to Part 2 of my series on Product Operations. In the first part, I explored the concept of Product Operations (ProductOps) and its potential benefits and challenges. We also looked at which types of organisations can get the most value from implementing a ProductOps function.

In this part, I will delve into real-world applications of Product Operations, illustrating how it works in practice and its impacts on Product Management and the wider organisation. If you are a Product Operations specialist or your organisation has implemented ProductOps, I’d love to hear about your experiences. Please feel free to get in touch with me at mike@mike-dixon.com.

Real-World Applications of Product Operations:

Having spoken to Product Operations leaders across Europe, it is clear that there is a definitive need for this new strategic function. There is more pressure than ever for Product Managers and technology teams to be focused on constantly delivering value.

To illustrate the real-world applications of Product Operations, let’s consider an example of a fast-growing tech company with a diverse product portfolio. This company has a team of Product Managers overwhelmed with operational tasks, such as defining processes, managing tools and technologies, and facilitating communication and collaboration.

In this scenario, implementing a ProductOps function can significantly ease the burden on Product Managers. A dedicated Product Operations team can take over operational tasks, allowing Product Managers to focus on higher-value activities, like strategic planning, innovation, and driving customer value.

This team would work closely with Product Managers and other cross-functional teams, identifying areas for improvement, driving efficiencies, and helping to streamline workflows. They would also be critical in driving data-driven decision-making, ensuring product decisions are grounded in solid, reliable data.

Moreover, the Product Operations team would work to standardise organisational processes and procedures, ensuring consistency and efficiency. This standardisation is particularly valuable in a company with a diverse product portfolio, where consistency in process and procedure can lead to inefficiencies and misunderstandings.

The team would also manage the tools and technologies used by Product Managers, ensuring they have the resources they need to do their jobs effectively.

The Impact of Product Operations:

Implementing a dedicated ProductOps function can have far-reaching impacts across an organisation.

Firstly, it allows Product Managers to focus on their roles’ strategic, higher-value aspects, potentially leading to increased innovation and more customer-centric product development.

Secondly, a dedicated ProductOps function can drive efficiencies across the organisation, particularly in companies with diverse product portfolios. By standardising processes and procedures, ensuring efficient communication and collaboration, and driving data-driven decision-making, ProductOps can reduce inefficiencies and optimise workflows.

Lastly, ProductOps can foster a culture of continuous improvement within an organisation. By constantly looking for ways to improve and streamline workflows, ProductOps encourages everyone in the organisation to think about how they can work more effectively and efficiently.

Stay tuned for Part 3 of this series, where I will explore how to implement Product Operations in your organisation.

How Continuous Planning Revolutionises Product Delivery

Introduction

Traditional project management often relies on planning as a static map, complete with fixed dates to guide a team’s journey. In contrast, a modern, collaborative approach offers dynamic planning, allowing teams to navigate the constantly changing landscape of project delivery. This article explores why this flexible style trumps the limitations of traditional planning models.

The Pitfalls of Fixed Dates in Traditional Planning

Traditional planning tends to hinge on establishing immutable deadlines. While structured, this approach often leaves teams scrambling when faced with unexpected changes, causing missed deadlines and eroding trust between teams, leadership, and the wider business.

A Dynamic Approach: Continuous Planning

Planning evolves from a static page into a navigational exercise in a modern approach. Teams engage in ongoing adjustments throughout the project’s lifecycle, focusing less on specific end dates and more on the journey’s nuances.

Benefits of Continuous Planning

  1. Adaptability: Teams can adjust to shifting market conditions or unforeseen challenges.
  2. Risk Mitigation: Continuous updates to the plan allow for early identification and mitigation of risks.
  3. Clear Pathway: This ensures that teams remain aligned and focused, providing the flexibility to pivot when necessary.
  4. Focused Execution: Teams can zero in on the most impactful areas, ensuring their efforts are optimally directed.
  5. Understanding Dependencies: Ongoing planning illuminates dependencies, allowing for coordinated action.
  6. Transparency: Regular planning updates give stakeholders an accurate view of the project’s status, aiding more informed decision-making.

Real-world Example: The Ripple Effects of a Failed Product Launch

Traditional methods might initially seem appealing in a complex product launch, particularly to executives. A rigid roadmap with fixed deadlines offers the illusion of control and predictability, allowing other parts of the business to align their activities and budgets around those dates. However, this rigidity often turns into a liability.

When the roadmap fails to adapt to changing market demands or technical challenges, missed deadlines can have ripple effects far beyond the project team. These failures can disrupt other departments’ plans, affect cash flows, and even impact shareholder confidence if planned revenues don’t materialise. What was initially seen as a tool for stability can quickly become a significant source of instability across the organisation.

Building Confidence in Dates

Continuous planning doesn’t mean avoiding commitments to deadlines. Instead, it cultivates confidence in those dates, allowing for advanced notice of potential delays and making course corrections as needed. This ensures that trust remains intact, sidestepping the element of surprise and disappointment.

Leadership’s Role: Steering the Ship and Guiding the Fleet

In the modern approach to planning, leadership takes on an expanded role. Leaders are not just directing their teams but also navigating alongside steering committees (Steercos), who may be new to this flexible way of working.

Strategies for Leaders in Supporting Their Teams

Leaders must create the right conditions for their teams to succeed in navigating their journey. Here are a few strategies that Leaders can draw upon to support this effort.

  1. Facilitate Open Communication: Create forums for regular updates, ensuring transparent, two-way communication between all involved.
  2. Empower Teams: Delegate decision-making to those closest to the work, fostering agility and confidence.
  3. Iterative Learning: Advocate for a culture where lessons are continuously drawn, and adjustments are made in real time.
  4. Dynamic Team Allocation: Balance long-term objectives with the flexibility to reassign team members and budget quickly in response to changes, prioritising critical areas.
  5. Outcome Alignment: Ensure that the teams and the Steercos are aligned on the outcomes, reducing the likelihood of misunderstandings and costly shifts in direction.
  6. Engage Stakeholders: Regularly update stakeholders, including steering committees, to maintain alignment on strategy and progress.

How Leaders Can Engage With Their Peers and Steering Committees (Steercos)

Leaders not only need to support their teams, they also need to educate and include their peers and internal functions like Steering Committees to ensure that they are also taken on this journey and understand how to best adapt to this new way of working.

Here are some suggestions on some approaches that could be taken.

  1. Education: Educate Steercos on the benefits of a modern, dynamic approach through workshops or case studies.
  2. Inclusion: Make them part of the decision-making process, not just an oversight body.
  3. Transparency: Share regular and clear updates, demonstrating that a flexible approach doesn’t lack accountability.
  4. Collaborative Decision-Making: Give them a seat at the table when significant project decisions are made.
  5. Celebrate Milestones: Acknowledge achievements, both big and small, showcasing the value of the modern approach.

Conclusion

This modern approach to continuous planning offers a dynamic, responsive, and more trustworthy framework, especially suited for today’s complex, fast-paced projects. This planning style is not an isolated activity but an integral part of the project lifecycle, supplying teams with the flexibility and confidence they need for successful delivery.

By shifting from a static, date-centric model to a more dynamic, adaptive methodology, teams, leaders, and businesses stand to gain more than just completed projects—they build a foundation of trust and flexibility that benefits the entire organisation.