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Book summaries
  • Pages
    • Index
      • Radical product thinking
        • Introduction. A Repeatable Model for Building World-Changing Products
        • Part I. Innovating Smarter Requires a New Mindset
          • Chapter 1. Why we Need Radical Product Thinking
          • Chapter 2. Product diseases
        • Part II. The five elements of radical product thinking
          • Chapter 3. Vision
          • Chapter 4. Strategy
          • Chapter 5. Prioritization
          • Chapter 6. Execution and measurement
          • Chapter 7. Culture
        • Part III. Making our world a little more like the one we want to live in
          • Chapter 8. Digital pollution
          • Chapter 9. Ethics
          • Conclusion
      • Escaping the build trap (WIP)
        • Preface
        • Part I. The build trap
          • 1. The Value Exchange System
          • 2. Constraints on the value exchange system
          • 3. Projects versus products versus services
          • icon picker
            4. The product-led organisation
          • 5. What we know and what we don't
        • Part II. The role of the product managr
          • Chapter 6. Bad product manager archetypes
          • Chapter 7. A great product manager
          • Chapter 8. The product manager career path
          • Chapter 9. Organising your teams
        • Part III. Strategy
          • Chapter 10. What is strategy?
          • Chapter 11. Strategic gaps
      • Strategize (To do)
      • UX strategy (To do)
      • Product roadmaps relaunched (To do)
Book summaries
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4. The product-led organisation
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4. The product-led organisation

Product-led companies understand that the success of their products is the primary driver of growth and value for their company. They prioritize, organize, and strategize around product success. This is what gets them out of the build trap. But, if you’re not product-led, what are you? Many companies are, instead, led by sales, visionaries, or technology. All of these ways of organizing can land you in the build trap.
Sales-led: this way of working does not scale for long.
Visionary-led: visionary-led companies can be very powerful—when you have the right visionary. But, there aren’t too many.
Technology-led: these companies are driven by the latest and coolest technology. The problem is that they often suffer from a lack of a market-facing, value-led strategy.
Product-led: these companies optimize for their business outcomes, align their product strategy to these goals, and then prioritize the most effective projects that will help develop those products into sustainable drivers of growth.
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