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Transformed: Moving to the Product Operating Model
Help transform your business and innovate like the world’s top tech companies!
In INSPIRED, product thought leader Marty Cagan revealed the best practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model. Yet, the most common question after reading INSPIRED and EMPOWERED has “Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?� TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before. TRANSFORMED has three big
TRANSFORMED is written for those driving change, including the senior company leaders―starting with the CEO―as well as the senior executives and stakeholders who need to collaborate with the product teams, the product leaders, the members of the product teams, and all those who either support or depend on these product teams. Written by best-selling author Marty Cagan and his partners at the Silicon Valley Product Group, TRANSFORMED is filled with real-world examples and proven, practical advice from their decades of experience helping companies move to the product operating model.
In INSPIRED, product thought leader Marty Cagan revealed the best practices and techniques used by the top product teams operating in the product model. Next, EMPOWERED shared the best practices and techniques used by the top product leaders to provide their teams with the kind of environment they need to thrive in the product model. Yet, the most common question after reading INSPIRED and EMPOWERED has “Yes, we want to work this way, but the way we work today is so different, and so deeply ingrained, is it even possible for a company like ours to transform to the product model?� TRANSFORMED was written to bridge the gap between where most companies are right now and where they need to be. The leaders of these companies know they must transform to compete in an era of rapidly changing enabling technology, but most of them have never operated this way before. TRANSFORMED has three big
TRANSFORMED is written for those driving change, including the senior company leaders―starting with the CEO―as well as the senior executives and stakeholders who need to collaborate with the product teams, the product leaders, the members of the product teams, and all those who either support or depend on these product teams. Written by best-selling author Marty Cagan and his partners at the Silicon Valley Product Group, TRANSFORMED is filled with real-world examples and proven, practical advice from their decades of experience helping companies move to the product operating model.
368 pages, Hardcover
Published March 12, 2024
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Displaying 1 - 30 of 61 reviews
June 16, 2024
Ouch, I've expected better.
Even if "Transformed" has an explicit topic (to stand out from the prior two books: "Inspired" and "Empowered")—transforming from a non-product (project, feature, etc.) to a product model—it still feels like reprocessed content from the previous books. It has good content, relevant content, and useful content—but it is definitely a reheated dish.
What is worse, some chapters are definitely "fillers" - e.g., profiles of some Product Managers (they almost sound like commercial offers/ads ...) OR "success stories" that unfortunately don't get challenged/validated at all, so they sound like an enterprise self-prise ...
Is there anything I liked? Well, there were many good remarks, but I think I recall all of them from the previous books, e.g., out outsourcing VS insourcing or high-integrity commits.
So, in the end - there's a LOT of good stuff in this book, but:
- if you read the previous two, don't bother with the 3rd
- if you haven't, read the first two instead ;)
- UNLESS you haven't read them but you're in a non-product organization and want content with a clear transformation-focus, in such a case it's a book for you
Even if "Transformed" has an explicit topic (to stand out from the prior two books: "Inspired" and "Empowered")—transforming from a non-product (project, feature, etc.) to a product model—it still feels like reprocessed content from the previous books. It has good content, relevant content, and useful content—but it is definitely a reheated dish.
What is worse, some chapters are definitely "fillers" - e.g., profiles of some Product Managers (they almost sound like commercial offers/ads ...) OR "success stories" that unfortunately don't get challenged/validated at all, so they sound like an enterprise self-prise ...
Is there anything I liked? Well, there were many good remarks, but I think I recall all of them from the previous books, e.g., out outsourcing VS insourcing or high-integrity commits.
So, in the end - there's a LOT of good stuff in this book, but:
- if you read the previous two, don't bother with the 3rd
- if you haven't, read the first two instead ;)
- UNLESS you haven't read them but you're in a non-product organization and want content with a clear transformation-focus, in such a case it's a book for you
May 12, 2024
I really like Marty Cagan’s thinking and books. However, to me, this book didn’t quite reach the level of Inspired and Empowered, and also didn’t give me much additional insights that the previous two books hadn’t already covered.
April 17, 2024
A while ago I made the joke that as a product leader, I don’t have any truly original thoughts; I merely spend my time trying to apply the prior art of luminaries like Marty Cagan to real-life situations, throw out what doesn’t work, and make up the rest. Fortunately, Cagan has now written a book doing exactly that and trying to apply the “product operating model� (f/k/a product-led companies) to the most legacy, non-technology-led organizations in the world. For the most part, I have been fortunate in my career to not work for such firms, and the time when I did felt like I was tilting at windmills to point out obvious facts like the sky being blue and the grass being green and the company about to become irrelevant because of a failure to innovate (q.v. previous review of “The End of the CBC?�) Kudos to Marty and the Silicon Valley Product Group (SVPG) for taking on these challenges and trying to drag legacy, abacus-using corporations kicking and screaming into the 21st century. I hope (and I’m sure!) SVPG is well-compensated for their trouble.
Even for those of us who work in relatively product-first, digital-native companies, Transformed is a valuable reminder about the foundations of good product management, because even such firms sometimes fall into the trap of being output-oriented feature factories, adrift without a true product strategy or empowered teams. (Modern exhibit 1: Google.) To paraphrase John Philpot Curran: the price of empowerment is eternal vigilance, and modern product leaders should always monitor their teams � and their leadership teams! � to ensure that they aren’t resorting to top-down control and suffocating innovation with too much bureaucracy in the form of “program managers� and “analysts� who add negative value.
Transformed is also a great book with which to remind ourselves that, while we might hope to sell to customers who are like us, most of the legacy Fortune 500 is not composed of organizations operating according to the product operating model. Hence, if you work in B2B software like I do, those customers will try to command-and-control you, hold you to specific dates, threaten and cajole you like an outsourced contractor, and all the other toxic behavior that this model tells you should truly be driven out of the system, because that’s the only operating model they themselves have. Even if I can’t hit customers over the head with Cagan’s book, it’s still an important reminder to hold the line & to build for the market and not individual customers, lest you be dragged down yourself by their incompetence and legacy thinking.
I had only a few minor quibbles about the book. First, there is a weird separation of two case studies (Trainline, Datasite) into two components that didn’t make a lot of sense to me. Upon encountering these same firms again many chapters later, I just could not understand why their stories were bifurcated in this way. Second is Cagan’s use of the term “stakeholder� in an imprecise way, while in the same breath naming actual possible stakeholders (executives, middle managers, salespeople, customer success leaders, etc.) “Stakeholder� is just a very vague term; in product management, we joke that it’s really anyone who can wield a sharp stake and stab you in both the front and the back, which speaks to the fact that it’s really a political term, rather as an indicator of cluefulness. I wish Cagan would use it as little as possible.
I would still recommend Cagan’s book even if I’m not the target audience (see previous: lucky enough not to work for a legacy F500 enterprise). But for those who are so unlucky as to be tasked with a massive digital transformation effort for such a firm, this is practically required reading.
Even for those of us who work in relatively product-first, digital-native companies, Transformed is a valuable reminder about the foundations of good product management, because even such firms sometimes fall into the trap of being output-oriented feature factories, adrift without a true product strategy or empowered teams. (Modern exhibit 1: Google.) To paraphrase John Philpot Curran: the price of empowerment is eternal vigilance, and modern product leaders should always monitor their teams � and their leadership teams! � to ensure that they aren’t resorting to top-down control and suffocating innovation with too much bureaucracy in the form of “program managers� and “analysts� who add negative value.
Transformed is also a great book with which to remind ourselves that, while we might hope to sell to customers who are like us, most of the legacy Fortune 500 is not composed of organizations operating according to the product operating model. Hence, if you work in B2B software like I do, those customers will try to command-and-control you, hold you to specific dates, threaten and cajole you like an outsourced contractor, and all the other toxic behavior that this model tells you should truly be driven out of the system, because that’s the only operating model they themselves have. Even if I can’t hit customers over the head with Cagan’s book, it’s still an important reminder to hold the line & to build for the market and not individual customers, lest you be dragged down yourself by their incompetence and legacy thinking.
I had only a few minor quibbles about the book. First, there is a weird separation of two case studies (Trainline, Datasite) into two components that didn’t make a lot of sense to me. Upon encountering these same firms again many chapters later, I just could not understand why their stories were bifurcated in this way. Second is Cagan’s use of the term “stakeholder� in an imprecise way, while in the same breath naming actual possible stakeholders (executives, middle managers, salespeople, customer success leaders, etc.) “Stakeholder� is just a very vague term; in product management, we joke that it’s really anyone who can wield a sharp stake and stab you in both the front and the back, which speaks to the fact that it’s really a political term, rather as an indicator of cluefulness. I wish Cagan would use it as little as possible.
I would still recommend Cagan’s book even if I’m not the target audience (see previous: lucky enough not to work for a legacy F500 enterprise). But for those who are so unlucky as to be tasked with a massive digital transformation effort for such a firm, this is practically required reading.
May 26, 2024
2/3 of this is rehash of books one and two, which is convenient for people who haven’t read them, and maybe a nice refresher even for those who have. Those familiar with Marty’s approach can skip to the last 2 sections. Case studies, as they usually are in these books, are little contrived and not particularly helpful.
April 22, 2024
I feel underwhelmed by this one, unfortunately, especially considering some of the hype I passed by online regarding it. I haven't read the previous books, and am in a engineering position, so maybe it wasn't too directed at me in my role. There are definetely some interesting bits to it - definitions, what to expect from existing roles and new ones.
But everything felt a bit superficial without enough depth to act on. Cases studies felt like reading a light blog post or white paper - "we had a problem, we transformed (but with little on how) and succeeded".
But everything felt a bit superficial without enough depth to act on. Cases studies felt like reading a light blog post or white paper - "we had a problem, we transformed (but with little on how) and succeeded".
May 18, 2024
If you've read Marty other books or his svpg.com blog posts, then you'll find this book totally repetitive and redundant. Do yourself a favour and skip all initial chapters and go straight to Part X about Overcoming Objections.
Rate it ⭐️⭐️ is usefulness in this case.
If you are new to the Product Operation Model concepts and Marty Cagan’s thoughts, then this is probably the best place to start from all of his writing.
Rate it ⭐️⭐️⭐️⭐️ is giving a good overview in this case.
Rate it ⭐️⭐️ is usefulness in this case.
If you are new to the Product Operation Model concepts and Marty Cagan’s thoughts, then this is probably the best place to start from all of his writing.
Rate it ⭐️⭐️⭐️⭐️ is giving a good overview in this case.
July 29, 2024
Really interesting and lots of good food for thought. Doesn’t seem practical for regulated products like medical devices, so would have loved more explanation of how this can be adapted for those products.
February 20, 2025
Read this because it was required for our department at work lol
August 7, 2024
Relevant to anyone seeking to build a product focused organisation. Gives great language and context to some of the "before" states (as in, what you're transforming from), with insights on how to approach transformation based on your starting point.
April 17, 2024
Marty Cagan's writing style is very fluid, conversational and easy to consume. His writing is really well structured and he tells you what he's going to tell you, tells you (including case studies) and then summarizes the key points. He connects the concepts and points from previous chapters and books throughout which makes this seem like a bit more of a "rehash" of the previous two books "Inspired" and "Empowered" but it's less backstory than any given Harry Potter novel (right?).
I want everyone in my company to read all of Marty Cagan's books! He paints such a great picture of the kinds of transparency, empathy, collaboration and vision needed to create strong, sustainable, product-oriented companies using real examples.
What's missing for me is longitudinal data on these organizations, many of whom are newer, DotCom 1 and 2.0 organizations. How long were they able to sustain or evolve their product models? Do we have information about information about older companies -- say large global companies that have been around for more than 100 years and who think they've seen it all and know what they are doing? How do they transform in ways that allow them to shed unnecessary hierarchy and build in flexibility that allows for greater opportunity for collaboration and growth for their employees while meeting the needs of their consumers/customers better (and of course continuing to pay their CEOs 25MM/year and keeping their shareholders happy)? Is it possible?
I want everyone in my company to read all of Marty Cagan's books! He paints such a great picture of the kinds of transparency, empathy, collaboration and vision needed to create strong, sustainable, product-oriented companies using real examples.
What's missing for me is longitudinal data on these organizations, many of whom are newer, DotCom 1 and 2.0 organizations. How long were they able to sustain or evolve their product models? Do we have information about information about older companies -- say large global companies that have been around for more than 100 years and who think they've seen it all and know what they are doing? How do they transform in ways that allow them to shed unnecessary hierarchy and build in flexibility that allows for greater opportunity for collaboration and growth for their employees while meeting the needs of their consumers/customers better (and of course continuing to pay their CEOs 25MM/year and keeping their shareholders happy)? Is it possible?
June 18, 2024
2.5 While I very much agree with the overall message of the book, I have several problems with it.
- It lacks the perspective of agility which it's clearly based on without naming it
- No sources even though it heavily builds on established models and concepts
- Jumbled structure of chapters and so many repetitions, you could easily delete 80% of the book
- No visualization is at all. And elusive storytelling.
- It lacks the perspective of agility which it's clearly based on without naming it
- No sources even though it heavily builds on established models and concepts
- Jumbled structure of chapters and so many repetitions, you could easily delete 80% of the book
- No visualization is at all. And elusive storytelling.
June 6, 2024
The only thing I didn’t appreciate about this book is that it didn’t come out 5-10 years ago. 😂
For any leaders who have a growing sense that your company/organization, small or large, needs to improve how it uses technology to solve problems, take the principles in this book to heart.
For product managers who are eager to do great work, read it and consider how you might need to grow and be honest with yourself about the leaders at your company. Do they have the support, the experience and the courage to fundamentally change how the company is organized, makes decisions, funds technology work, etc.?
For any leaders who have a growing sense that your company/organization, small or large, needs to improve how it uses technology to solve problems, take the principles in this book to heart.
For product managers who are eager to do great work, read it and consider how you might need to grow and be honest with yourself about the leaders at your company. Do they have the support, the experience and the courage to fundamentally change how the company is organized, makes decisions, funds technology work, etc.?
July 19, 2024
This book is a fine example of professional development literature done right. I'm glad I had people at work who brought it to my attention and was even more glad that we've been having a somewhat informal buddy-read discussion about it as we progress at our own speeds.
CONTENT
A good professional development book can be hard to find. Sometimes the ideas presented are unrealistic, unhelpful, and/or just dishonest. In most cases though, I simply find that the authors tend to focus on idyllic conditions that really don't reflect the actual working environment of very many companies. TRANSFORMED, however, very much manages to avoid the typical pitfalls of this type of literature. Cagan breaks down, in painstaking detail, what it means to move to a Product Operating Model, what opposition companies might face when shifting to this way of working, and how to potentially overcome those challenges. The problems outlined are not simple ones, but this book breaks them down one piece at a time and makes them feel much more manageable. I especially liked that Cagan is transparent in acknowledging that leaders all the way up to the CEO are essential to a successful transformation, but also balances that reality with suggestions on how anyone can push for this type of change even at an individual level with their direct working team. Complimenting all of this is a healthy selection of case studies that outline how actual companies have succeeded in shifting to the type of model that the book describes. It was great to see such a mix of companies across different types of industries, but I found myself wishing that there was a little more diversity in the catalyst for these transformations as the vast majority of these stories looked at companies who adapted to the worldwide shutdowns from 2020 to roughly 2022. The unprecedented conditions from that time period will hopefully never be replicated again, so it would have been nice to see more examples of other key drivers for innovation. All in all, I think there's a lot to mull over here. Much of what the book had to say felt quite relevant to the current state of various industries and I certainly walked away having learned quite a bit.
EBOOK QUALITY
Technically, I read the electronic version of this book on O'Reilly, which my company has a subscription to. I assume the experience is very similar to picking up the eBook edition on an eReader, so I'll cover this part based on that assumption. First off, the cover is quite nice. As with most professional development books, it's design is simple, but the color choices look great. There are also other books in this collection which have a very similar look to them, giving titles by this author/publisher a nice sense of visual continuity. The interior fonts and formatting are also well handled and I especially appreciated the way that the table of contents is laid out.
CONCLUSION
Whether you are a CEO or an Individual Contributor, this book is well worth a read for it's compelling ideas, nuanced perspective, real-world examples, and highly organized structure.
(+) A realistic look at what it really takes for a company to transform
(+) Well-organized sections and a careful attention to key details, especially when it comes to potential counter-arguments
(+) Ton's of case studies to make things real
(+) Information and perspectives incorporated from a variety of sources
(-) There was a little too much emphasis on the worldwide shutdowns due to COVID when it came to the innovation stories showcased (I would have liked to have seen more examples with other catalysts for innovation).
CONTENT
A good professional development book can be hard to find. Sometimes the ideas presented are unrealistic, unhelpful, and/or just dishonest. In most cases though, I simply find that the authors tend to focus on idyllic conditions that really don't reflect the actual working environment of very many companies. TRANSFORMED, however, very much manages to avoid the typical pitfalls of this type of literature. Cagan breaks down, in painstaking detail, what it means to move to a Product Operating Model, what opposition companies might face when shifting to this way of working, and how to potentially overcome those challenges. The problems outlined are not simple ones, but this book breaks them down one piece at a time and makes them feel much more manageable. I especially liked that Cagan is transparent in acknowledging that leaders all the way up to the CEO are essential to a successful transformation, but also balances that reality with suggestions on how anyone can push for this type of change even at an individual level with their direct working team. Complimenting all of this is a healthy selection of case studies that outline how actual companies have succeeded in shifting to the type of model that the book describes. It was great to see such a mix of companies across different types of industries, but I found myself wishing that there was a little more diversity in the catalyst for these transformations as the vast majority of these stories looked at companies who adapted to the worldwide shutdowns from 2020 to roughly 2022. The unprecedented conditions from that time period will hopefully never be replicated again, so it would have been nice to see more examples of other key drivers for innovation. All in all, I think there's a lot to mull over here. Much of what the book had to say felt quite relevant to the current state of various industries and I certainly walked away having learned quite a bit.
EBOOK QUALITY
Technically, I read the electronic version of this book on O'Reilly, which my company has a subscription to. I assume the experience is very similar to picking up the eBook edition on an eReader, so I'll cover this part based on that assumption. First off, the cover is quite nice. As with most professional development books, it's design is simple, but the color choices look great. There are also other books in this collection which have a very similar look to them, giving titles by this author/publisher a nice sense of visual continuity. The interior fonts and formatting are also well handled and I especially appreciated the way that the table of contents is laid out.
CONCLUSION
Whether you are a CEO or an Individual Contributor, this book is well worth a read for it's compelling ideas, nuanced perspective, real-world examples, and highly organized structure.
(+) A realistic look at what it really takes for a company to transform
(+) Well-organized sections and a careful attention to key details, especially when it comes to potential counter-arguments
(+) Ton's of case studies to make things real
(+) Information and perspectives incorporated from a variety of sources
(-) There was a little too much emphasis on the worldwide shutdowns due to COVID when it came to the innovation stories showcased (I would have liked to have seen more examples with other catalysts for innovation).
September 23, 2024
*Transformed* by Marty Cagan is a compelling and insightful guide for organizations striving to become truly product-led. Building on his influential earlier work, *Inspired*, Cagan takes a deep dive into the complex journey of transformation, offering readers both inspiration and practical strategies.
The book doesn’t shy away from the hard truths. Cagan is upfront about the challenges companies face—silos, risk aversion, lack of alignment—and offers a clear roadmap for overcoming these hurdles. What stands out is his emphasis on empowering teams. Cagan makes a strong case that product teams must be trusted to solve customer problems in creative ways, with leadership acting as enablers rather than overseers. His focus on leadership is refreshing, as he argues that leaders must foster an environment of experimentation and learning, where failures are seen as opportunities for growth.
Cagan’s use of real-world case studies brings his points to life, showing how companies like Amazon and Netflix have embraced these principles to build world-class products. While some concepts might feel familiar to readers already steeped in product management theory, Cagan’s ability to tie these principles to actionable outcomes makes *Transformed* a valuable read for both product leaders and executives.
At its core, *Transformed* is not just about building better products—it’s about creating a culture that prioritizes customer value and fosters cross-functional collaboration. Cagan's approach is both pragmatic and inspiring, making the book a must-read for any organization that wants to stay competitive in today’s fast-paced market.
If there’s any critique, it’s that some of the examples might seem idealistic for smaller companies or those still navigating entrenched processes. However, Cagan’s clear and direct style provides enough guidance for any company, large or small, to start its transformation journey.
In short, *Transformed* offers a detailed and thought-provoking look at what it takes to truly become a product-led organization, filled with practical insights and real-world advice.
The book doesn’t shy away from the hard truths. Cagan is upfront about the challenges companies face—silos, risk aversion, lack of alignment—and offers a clear roadmap for overcoming these hurdles. What stands out is his emphasis on empowering teams. Cagan makes a strong case that product teams must be trusted to solve customer problems in creative ways, with leadership acting as enablers rather than overseers. His focus on leadership is refreshing, as he argues that leaders must foster an environment of experimentation and learning, where failures are seen as opportunities for growth.
Cagan’s use of real-world case studies brings his points to life, showing how companies like Amazon and Netflix have embraced these principles to build world-class products. While some concepts might feel familiar to readers already steeped in product management theory, Cagan’s ability to tie these principles to actionable outcomes makes *Transformed* a valuable read for both product leaders and executives.
At its core, *Transformed* is not just about building better products—it’s about creating a culture that prioritizes customer value and fosters cross-functional collaboration. Cagan's approach is both pragmatic and inspiring, making the book a must-read for any organization that wants to stay competitive in today’s fast-paced market.
If there’s any critique, it’s that some of the examples might seem idealistic for smaller companies or those still navigating entrenched processes. However, Cagan’s clear and direct style provides enough guidance for any company, large or small, to start its transformation journey.
In short, *Transformed* offers a detailed and thought-provoking look at what it takes to truly become a product-led organization, filled with practical insights and real-world advice.
May 19, 2024
This book should have been a pamphlet.
You aren't the target audience for this book. This is Cagan's and SVPG's sales brochure for CEOs and CFOs to hire their services, not any practical advice to people in the trenches of product development trying to affect business transformation in their organisations.
As such, Cagan offers a land of unicorns and rainbows that can only be achieved via his brand ("the best and the rest" language) supported by shallow case studies and his usual preachy tone. I get that as a consultant it pays to be somewhat controversial with strong opinions, but this book won't really help anyone trying to transform.
As for content, nearly half the book is simply rehashing the previous two books. The rest are depictions of happy frolicking product elves (aka flimsy case studies without any details), and some highly general advice that anyone who has reached a point in their career where they care about transformation has learnt long ago.
While Cagan pays lip service to the fact each transformation story is unique and that his principles have been gathered from many different organisations (ie no single one exhibits all of them), he still persists in advocating an unrealistic ideal as "the only way." He's quick to expound that this is hard, and that you probably don't have the right talent - going back to my original point, this is a thinly-veiled pamphlet of SVPG services for potential customers, which unless you're a clueless CxO then it's not for you.
You aren't the target audience for this book. This is Cagan's and SVPG's sales brochure for CEOs and CFOs to hire their services, not any practical advice to people in the trenches of product development trying to affect business transformation in their organisations.
As such, Cagan offers a land of unicorns and rainbows that can only be achieved via his brand ("the best and the rest" language) supported by shallow case studies and his usual preachy tone. I get that as a consultant it pays to be somewhat controversial with strong opinions, but this book won't really help anyone trying to transform.
As for content, nearly half the book is simply rehashing the previous two books. The rest are depictions of happy frolicking product elves (aka flimsy case studies without any details), and some highly general advice that anyone who has reached a point in their career where they care about transformation has learnt long ago.
While Cagan pays lip service to the fact each transformation story is unique and that his principles have been gathered from many different organisations (ie no single one exhibits all of them), he still persists in advocating an unrealistic ideal as "the only way." He's quick to expound that this is hard, and that you probably don't have the right talent - going back to my original point, this is a thinly-veiled pamphlet of SVPG services for potential customers, which unless you're a clueless CxO then it's not for you.
November 21, 2024
Yet another five star review within 24 hours of the last one. This is a book that feels like it was custom written for me and my experience. It may be zero stars to 99.9% of the folks on ŷ.
This is a book that describes the pain of being a modern and innovative technology executive at a legacy operating company that was built long before the internet, and it is a handbook to describing exactly how that company should change itself to maximize the impact of technology and overhaul the financial success of any modern corporation.
The main thesis here is that companies need to move from treating technology organizations like servants and services to collaborative partners who share the responsibility and accountability for business outcomes. The model is 'outcome' not 'output' and 'product' not 'projects'. Those two small differences in approach are revolutionary in the way most traditional companies initiate, fund, direct and track the success of technology teams and technology efforts.
The question about whether any of us in this position can be successful driving this transformation is still an open one. This book is necessary, but not sufficient.
Although this book is not elegant or even brilliant, it is a perfect book for what it attempts to do, and how it is structured and assembled. Very easy to read, not arrogant in message, and based in the paradigm of first principles that can be built upon in many different ways, it could not have been written more effectively. Five stars.
This is a book that describes the pain of being a modern and innovative technology executive at a legacy operating company that was built long before the internet, and it is a handbook to describing exactly how that company should change itself to maximize the impact of technology and overhaul the financial success of any modern corporation.
The main thesis here is that companies need to move from treating technology organizations like servants and services to collaborative partners who share the responsibility and accountability for business outcomes. The model is 'outcome' not 'output' and 'product' not 'projects'. Those two small differences in approach are revolutionary in the way most traditional companies initiate, fund, direct and track the success of technology teams and technology efforts.
The question about whether any of us in this position can be successful driving this transformation is still an open one. This book is necessary, but not sufficient.
Although this book is not elegant or even brilliant, it is a perfect book for what it attempts to do, and how it is structured and assembled. Very easy to read, not arrogant in message, and based in the paradigm of first principles that can be built upon in many different ways, it could not have been written more effectively. Five stars.
August 23, 2024
Surprisingly to me this book failed to impress. I'm a huge fan of Marty Cagan and the SVPG, and I constantly recommend Inspired and Empowered to colleagues and friends. This latest one however felt weak and overly theoretical in comparison.
The ephemeral "product operating model". It's almost like a fairy tale idea based loosely on real events. And it somehow moves too much of the focus on the power dynamics between the different functions in a business, as opposed to on the effective collaboration between them.
I might be skeptical also because I've just lived a crash-and-burn transformation attempt in a big monolithic org where a layer of exceptionally mediocre leadership used this book as a banner but failed so miserably on all of its points. Which makes me feel that focusing a whole org on the transformation as a central topic for months and years on end is counterproductive, demotivating, expensive, and overall a massive waste of time which kills the focus of the org for everyone.
Interesting read nonetheless and definitely a good springboard for reflection and discussion.
The ephemeral "product operating model". It's almost like a fairy tale idea based loosely on real events. And it somehow moves too much of the focus on the power dynamics between the different functions in a business, as opposed to on the effective collaboration between them.
I might be skeptical also because I've just lived a crash-and-burn transformation attempt in a big monolithic org where a layer of exceptionally mediocre leadership used this book as a banner but failed so miserably on all of its points. Which makes me feel that focusing a whole org on the transformation as a central topic for months and years on end is counterproductive, demotivating, expensive, and overall a massive waste of time which kills the focus of the org for everyone.
Interesting read nonetheless and definitely a good springboard for reflection and discussion.
October 13, 2024
The book provides an in-depth exploration of how companies can adopt modern product management and tech-driven strategies to succeed. While Cagan is highly respected for his expertise, this book presents challenges that may not resonate with all readers, particularly due to its very theoretical nature.
One of the central critiques of the book is that it leans heavily on a “by the book� approach, offering a fairly rigid framework for how companies should operate. Cagan outlines specific processes and structures that he claims are universally applicable, but this ignores the reality that every organization has its unique culture, constraints, and dynamics. The principles in Transformed sometimes come across as one-size-fits-all solutions, which can be overly prescriptive for companies that operate differently or have varying levels of maturity.
One of the central critiques of the book is that it leans heavily on a “by the book� approach, offering a fairly rigid framework for how companies should operate. Cagan outlines specific processes and structures that he claims are universally applicable, but this ignores the reality that every organization has its unique culture, constraints, and dynamics. The principles in Transformed sometimes come across as one-size-fits-all solutions, which can be overly prescriptive for companies that operate differently or have varying levels of maturity.
December 12, 2024
I have to say I was pretty disappointed by this book having enjoyed Marty Kagan‘s earlier books. Marty leaves his pragmatism at the door this entire book and it hurts the storytelling. He is so certain of himself it becomes ridiculous, spending a lot of the book singing his own praises.
Often times the stories were interesting and I appreciated the story about Kaiser at the end. there were definitely some stories that were cherry picked to make his points; the way in which he made his points I think hurt them in this book and it notably didn’t in the other books. Especially his acutely negative focus on product analyst, project managers, business analyst product owners, program managers, delivery managers, and other titles all over the tech industry today, came off as vindictive and judgmental in a way I didn’t expect from Cagan. Still good enough I didn’t leave it unfinished
Often times the stories were interesting and I appreciated the story about Kaiser at the end. there were definitely some stories that were cherry picked to make his points; the way in which he made his points I think hurt them in this book and it notably didn’t in the other books. Especially his acutely negative focus on product analyst, project managers, business analyst product owners, program managers, delivery managers, and other titles all over the tech industry today, came off as vindictive and judgmental in a way I didn’t expect from Cagan. Still good enough I didn’t leave it unfinished
This entire review has been hidden because of spoilers.
April 9, 2024
This book, "Transformed" by Marty Cagan, offers a concise yet impactful overview of what constitutes a robust product operating model within organizations. While it may not delve as deeply into specific product topics as other resources, it serves as a valuable guide for product leaders and organizations aiming to embrace a product-centric approach.
Cagan outlines the essential elements of a successful product operating model and provides insights on achieving effective transformation. Although transitioning to such a model presents challenges, the book equips readers with valuable knowledge and strategies to navigate this change, making it a valuable resource for executives and CEOs seeking to drive organizational transformation.
Cagan outlines the essential elements of a successful product operating model and provides insights on achieving effective transformation. Although transitioning to such a model presents challenges, the book equips readers with valuable knowledge and strategies to navigate this change, making it a valuable resource for executives and CEOs seeking to drive organizational transformation.
April 23, 2024
This 3rd book in Marty Cagan's product team compendium feels a bit like a mash-up of one and two, plus an expansion to talk about the larger organization in which a single product team sits. If you've read the first two, and/or keep up on his SVPG blog, you won't see many new ideas here. However, its a good reference book, and I'm having all my product managers read it as a continuing-education book club of sorts.
The case studies felt off this time, not detailed enough to be truly helpful. But I work for a company that sells a physical product, not a digital one, so case studies are always a bit of a stretch to apply the concepts.
Appreciate the canned answers to difficult questions that they provide. Will be making use of that section. Overall 3.5/5.
The case studies felt off this time, not detailed enough to be truly helpful. But I work for a company that sells a physical product, not a digital one, so case studies are always a bit of a stretch to apply the concepts.
Appreciate the canned answers to difficult questions that they provide. Will be making use of that section. Overall 3.5/5.
July 7, 2024
I love the principles based approach and elaboration through case studies. Having been part of transformation in my own company, many previous failed attempts and most recent one which is going in the right direction, I can approve all the principles Cagan is sharing. The most important one is that it is very difficult (and even kind of swimming against the flow) to transform from bottom to top. If you get a CEO who is proponent of this way of working everyone else starts falling in line, and people who have always wanted to work in this way start driving the right behaviours with passion and energy.
November 19, 2024
What intrigued me: We were supposed to read this as a part of a book club at work, but that fell apart.
What I liked: We're restructuring at work, and it was interesting to read how much we are not following this model in that process.
What I didn't like: It's repetitive. I think this would have been an excellent book club book because we could have spoken in depth about real world applications and examples. As it was, reading it straight through was reading don't do that, or you're going to have a bad time... over and over again.
Favorite quote: "'customer interaction training'... sometimes referred to as charm school." p. 281
What I liked: We're restructuring at work, and it was interesting to read how much we are not following this model in that process.
What I didn't like: It's repetitive. I think this would have been an excellent book club book because we could have spoken in depth about real world applications and examples. As it was, reading it straight through was reading don't do that, or you're going to have a bad time... over and over again.
Favorite quote: "'customer interaction training'... sometimes referred to as charm school." p. 281
December 10, 2024
This is some kind of guilty pleasure—I enjoy reading Cagan, but at the same time, his coaching-style approach really annoys me. It feels like a heavy rethreading of points from his previous books, which has "padded" the content significantly. The ending was the most enjoyable part, although it skimmed through transformational topics way too superficially.
Leading a Change is a much better book about real change management and transformation. Transformed is mostly defining some kind of North Star.
Still... it's nice to read this kind of mindset book from time to time. Even if it’s just to set yourself up for positive thinking—a sort of self-NeuroProgrammign :D
Leading a Change is a much better book about real change management and transformation. Transformed is mostly defining some kind of North Star.
Still... it's nice to read this kind of mindset book from time to time. Even if it’s just to set yourself up for positive thinking—a sort of self-NeuroProgrammign :D
March 18, 2024
Marty Cagan has been beating the drum of proper product management work for ages now. This new book is yet another attempt to help organisations understand the benefits of the product model and to move towards it. Regular readers of Marty's blog would find a lot of familiar points made in the book, still, it's great to have all the content in one place, perfectly structured and accessible. The most important challenge remains - how to convince leaders in your organisation to read this book and take action?
May 12, 2024
I like the Product Operation Model and consider it very important. The book does cover well what is does and what it may take to get there.
With that said lots of it is repeating of things already said in other books. E.g. if you are following the Product field for some time, there won't be much new.
The last problem is whenever they actually approach the technologies, I tend to disagree with the statement that are provided as truth. E.g. cloud and microservices are the necessary and best solution.
With that said lots of it is repeating of things already said in other books. E.g. if you are following the Product field for some time, there won't be much new.
The last problem is whenever they actually approach the technologies, I tend to disagree with the statement that are provided as truth. E.g. cloud and microservices are the necessary and best solution.
October 2, 2024
Marty Cagan has done it again. If you appreciated Inspired and Empowered you will like this one. It's got the basics from both of those books plus extra information about transforming your organization to the product operating model. There are new case studies and profiles of effective product leaders too. I think Cagan becomes more opinionated in this book about what won't work and I get the sense that experience has made him more confident about where to double down your efforts. Great read. When I start my own company, this will be my Bible on how to run it.
October 6, 2024
An introduction to many of the concepts of business agility that have existed for many years now.
Transformed is full of repetition, filler stories, which essentially say, "we changed and are now better," and contains an incredibly awkward portfolio of coaches in the middle. (A nice touch perhaps, but surely should have been an appendix.)
The theory has existed for a long time, which in fairness to Cagan, he asserts he has not invented anything here. It would, however, be nice to see some attribution to the origination of the theory.
I'm left incredibly underwhelmed.
Transformed is full of repetition, filler stories, which essentially say, "we changed and are now better," and contains an incredibly awkward portfolio of coaches in the middle. (A nice touch perhaps, but surely should have been an appendix.)
The theory has existed for a long time, which in fairness to Cagan, he asserts he has not invented anything here. It would, however, be nice to see some attribution to the origination of the theory.
I'm left incredibly underwhelmed.
December 31, 2024
This was a good addition to the SVPG product model book list. Written for a broader audience and larger organization impact this book carries with good common language in concepts, roles, competencies, and lived success stories of organizations who gained business benefit for taking on the change. In addition to business benefits are the leaders whose stories are captured across many industries and known brands. Like the other two books I would add this to a good reference book to stay fresh and help me assess my own organization and leadership progress.
March 29, 2024
Hyvä kirja haastamaan, miten etenkin sovelluskehitystä tehdään. Tuo monta ajatusta ennen kaikkea valtuuttavan johtamisen saralle. Loppua kohden jatkuva oman juttunsa markkinointi ja muiden lyttäys rasittaa ja vie isosti pohjaa siitä hyvästä, mitä tällä kirjalla voisi olla annettavaksi. Vaatii lukijalta melkoista sihtiä erottaa asiapuhe myyntipuheesta. Jenkkiläiseen tyyliin, tämänkin olisi voinut tiivistää.
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