What you'll learn:
- Differentiate product-centric vs project-centric models and identify anti-patterns in your org.
- Design empowered, cross-functional product teams with clear ownership and outcome accountability.
- Build a product operating model: value streams, team-based funding, and outcome governance.
- Create OKRs and product KPIs that measure outcomes (not outputs) and avoid vanity metrics.
- Plan a phased product-centric transformation using pilots, exec sponsorship, and scaling tactics.
- Apply Agile + Lean practices to run experiments, reduce waste, and speed up learning cycles.
Are your teams truly solving customer problems—or just shipping features?
Many organizations deliver projects on time and on budget, yet still don’t see meaningful impact. Features launch, adoption is low, and teams move on to the next initiative without learning what worked. The root cause is often the operating model: temporary project teams, output-based success measures, and funding that rewards delivery over outcomes.
Creating a product-centric organization is how modern companies break that cycle. Product-centric organizations align around customer journeys, fund persistent teams, and measure success by outcomes—so teams can learn faster, iterate continuously, and deliver lasting value.
In this course, you’ll learn how to:
Define product-centricity and explain how it differs from project- and sales-led models
Apply the principles of product thinking: customer focus, stable ownership, outcomes over outputs, and continuous learning
Design empowered product teams using Marty Cagan’s model (and understand what leaders must change to support them)
Implement a product operating model using ideas from Melissa Perri and Mik Kersten—value streams, team-based funding, and outcome-driven governance
Use Agile and Lean practices to reduce waste, validate assumptions early, and improve delivery flow
Launch a practical product-centric transformation with pilots, executive sponsorship, and an expansion strategy that scales
Measure success with outcomes, OKRs, and the right product KPIs (and avoid vanity metrics and “feature factory” traps)
Overcome cultural and organizational resistance using change management, rituals, storytelling, and coaching
You’ll also explore real-world transformation case studies—including Adobe and ING—so you can see how product-centricity works in both digital-first and highly regulated enterprise environments.
By the end of the course, you’ll have a clear, actionable blueprint to help your organization move from projects to products—building teams that are accountable for customer value, not just delivery.
If you’re a product leader, product manager, or cross-functional partner navigating change, this course will help you design the structure, metrics, and culture needed to make product-centricity real—and make it stick.
