Any Product Model (vs. Roadmap Model) transformation splits the organization into two camps: believers, already convinced by SVPG-style material and eager to adopt the new way of working, and doubters, who hang back to see whether the new model actually produces value before committing. The doubters are the audience that decides whether a transformation survives — winning them over is the real work of the effort, not converting believers who were never at risk. The single biggest lever for doing so is showing concrete results ("The biggest thing you can do as a product organization when moving to the product model is to show results") — see Trust-Building via Visible Learning and Culture Bank (Trust Reserve for Crises). Failing to win the doubters is why transformations stall: "the transformation's going to fail because you need to win the hearts and minds of the organization." Part of the Product-Model Transformation Anti-Patterns (Taxonomy) taxonomy.
Из тем: Transformation in Practice