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I think it depends on how it impacts you, too. You sound frustrated so I can’t imagine resigning yourself to doing your job in a way you don’t agree with is the right answer. Try to find a balance between disagreeing and committing and showing your company what you think it should look like / could look like.
This is where I usually deliver what I’m asked but find the time, budget, etc to do a proof of concept my ways
Take solace in knowing other companies are doing the same. I wonder if there is some executive retreat or conference where they all get together and brag about there "digital transformation." The digital transformation at my recently ex-employer was so removed from the actual products it seemed like a pet project. The main outcomes Ive seen are basically pulling resources and focus from profitable software to no-profit platforms and ecosystems. I do buy into the vision of large connected software ecosystems but why does it have to disrupt existing products before its even ready.
Depends exactly on what it’s disrupting. The worst case scenario is still allowing everyone to do as they please, stand up new platforms, databases, etc that have to be unwound later. Investing in completely competing projects. Yes - you have to run the business and yes there’s a cost to waiting - but invest judiciously. The (people-based behavioral change required to transform is critical and the longer people continue down the old road, the harder it is to get them to change, even when the transformed version is ready.
Ask them- ' what does success look like to you?' then I would put together what other industries in the same domain are doing. And show them Industry research.
Data is unfortunately the least influential approach to changing human brains. An emotional appeal is more effective. Get the execs excited about the superior outcomes of following a Product mindset, or... make them afraid of how they will look when they're method fails to deliver value.
Did these product leaders come from engineering or marketing?