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TBM 291: Why Your Product Transformation Will Fail
- Treating product transformation as a project can lead to failure because the vehicle of a large project is less likely to succeed.
- Devaluing the present state of things during transformation efforts can discourage your team and reduce their motivation.
- Only hiring outside people sends the message that your team is broken, when team members with the requisite skills may already be there.
- Copying and pasting how other people operate may not get you where you need to be because you need to discover what works for your team.
- You need to relax certain constraints, incentives, and rewards, and create an unmistakable message from leadership that experimentation and trying new things are acceptable.
- You will need to shift into company improvement mode and build the continuous improvement muscle and learn how to change and adapt.
- You need to subtractively change processes, reports, and rituals to help your team focus on new approaches.
- It is critical to focus on fostering conditions where real-world examples can emerge to inspire other teams and learn from.
- Ignoring core architectural issues and treating transformation efforts as an avoidance mechanism can hinder change.
- It's vital to have a true north that connects and inspires your team and makes the trouble worthwhile.
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