Marty Cagan’s book Transformed outlines the product operating model designed to help companies build innovative products that solve real customer problems while driving business success. However, the big question remains: Can this product operating model be applied in Product Management the Netherlands?
The answer is not straightforward. While the model itself offers a solid foundation for effective product management, many companies in the Netherlands face structural and cultural challenges that prevent them from fully adopting it. But there is good news—many elements of the model can still be leveraged to improve the way companies operate.
Understanding Marty Cagan’s Product Operating Model
Cagan’s product operating model focuses on empowering product teams to deliver value through customer-centric innovation. It involves cross-functional collaboration, decision-making autonomy for product teams, and a clear product vision that aligns with business goals.
At its core, this model emphasizes the role of product managers, product owners, and cross-functional teams who work together to create products that solve real customer problems. It also requires strong leadership at the top, with a company culture that prioritizes product-led growth and values experimentation and iteration.
The Challenge in the Netherlands
While the model is ideal for product-led companies, many organizations in the Netherlands are not structured in a way that allows for the full adoption of such a model. Traditional corporate structures, where decision-making is more hierarchical, can make it difficult for teams to have the autonomy needed for the product operating model to function effectively.
For example, companies that operate in sectors with strict regulations, such as finance or healthcare, may find it harder to implement a fully autonomous Scrum-based product management approach. Even in the tech sector, many organizations are not yet organized to give product teams the level of empowerment and accountability Cagan’s model requires.
Can Elements of the Model Be Applied? Absolutely.
While not all Dutch companies are in a position to fully embrace the product operating model from Transformed, they can still apply many of its key principles to improve how they operate. Here are a few elements that can have a significant impact:
Empowering Product Teams: Even if full decision-making autonomy isn’t feasible, companies can still empower product managers and product owners to make more informed decisions. By giving these roles more input into strategic choices, companies can unlock faster decision-making and closer alignment with customer needs.
Customer-Centric Approach: One of the biggest takeaways from Cagan’s model is the emphasis on solving real customer problems. Dutch companies, regardless of their structure, can embrace this principle by ensuring that freelance product managers, interim product owners, and product consultants work closely with customer insights to guide their product strategy.
Cross-Functional Collaboration: Even in more traditional hierarchies, fostering collaboration across development, design, and marketing teams can lead to better outcomes. Companies in the Netherlands can adopt this element by encouraging cross-functional teams to work together toward common product goals.
Experimentation and Learning: Cagan’s model values experimentation as a way to learn what works for customers. Dutch companies can introduce more iterative approaches by encouraging freelance product owners and product management coaches to implement smaller, experimental product changes before rolling out full solutions. This approach reduces risk and increases the likelihood of delivering a successful product.
The Dutch Landscape for Product Management
In the Netherlands, companies are slowly embracing more modern approaches to product management. There is growing demand for freelance product managers, interim product managers, and product consultants who can bring fresh perspectives and implement newer methodologies. While some larger, more traditional companies may struggle to fully adopt a product-led operating model, many are open to change, especially as they seek ways to stay competitive in a rapidly evolving market.
One challenge is that many organizations still view product owners as task managers within Scrum teams, while product managers focus more on high-level strategy. In the ideal product operating model, these roles work hand-in-hand, but cultural and structural changes are needed for this to happen seamlessly across the board.
Conclusion: Partial Adoption Can Drive Significant Change
In summary, while not every company in the Netherlands is ready to fully adopt the product operating model from Transformed, they can certainly benefit from incorporating key elements of the model. Empowering product teams, fostering cross-functional collaboration, and taking a more customer-centric approach are all steps that can lead to significant improvements, even in more traditionally structured companies.
Dutch businesses can also look to freelance product managers, interim product owners, and product consultants for guidance in implementing these changes. By gradually introducing these principles, companies in the Netherlands can become more agile and product-focused, delivering greater value to their customers and staying competitive in the global market.