Strategic exec and advisory leader in customer-centric innovation and product operating models at AWS. Read Craig Strong's full executive profile here.
Working with leadership teams as part of my role leading a global product operating model practice in AWS, I cover all industry types and sizes, helping companies evolve and modernize their businesses. I am fortunate to observe common patterns across these companies, which yield or hinder results. One common pattern almost apparent everywhere is the simple question and debate about what a product is.
What typically manifests when this construct is in place is an abstraction of the customer and value. Platforms and services evolve with more assumptions than validated assertions, complicating customer experiences and journeys and yielding increased amounts of tech debt and waste, partly due to the loose correlation and attribution.
The impact of this on a larger organization is the shift for all “products” to know their customer, to recognize and measure the value they deliver and to be accountable for that. This change typically yields increased value attribution measures, goals and outcomes. Platforms and services don’t simply push capabilities for consumption but embed product management capabilities through the layers of the organization, which invoke customer-centric mechanisms to focus and provide value.
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