Aggregated enterprise architecture wisdom
At Planview Connect 2025, Planview CTO and author of Project to Product, Dr. Mik Kersten shared a preview of his upcoming book, Output to Outcome, and introduced a set of ideas that are already reshaping how organizations think about strategy, delivery, and value.
Your teams are brilliant. They’re solving complex customer problems, building innovative solutions, and creating real value every day. But they’re fighting your organizational structure to do it.
Who’s to say that a 160-year-old organization can’t operate like a digital native? Not Sun Life. For years, Sun Life was project-centric and operated under time, scope, and cost constraints. But in 2020, it became apparent what was missing. “Our CIO asked, ‘But what is the value we are delivering to our clients?’ Silence.” The…
In episode 62 of the Mik + One podcast, Gene Kim and Dr. Mik Kersten discuss how AI helps developers work 10 times faster, but most companies aren’t set up to take advantage of this speed boost. Mik and Gene talk about the changes in tech setup, leadership, and company structure needed to succeed with AI.
If you’ve already started to shift from project to product, you may feel stuck. You’ve made changes and introduced new ways of working, but maybe the outcomes haven’t changed in kind. In reality, many organizations report these kinds of results. The first sign of friction is often felt in the delivery pipeline: progress slows, feedback loops break down, and teams operate at odds with business goals.
Alan Manuel, GVP, Product Management at Planview, explains how your mindset factors into the success of your transformation. “One of the biggest lessons in trying to achieve a product operating model is that approaching change from the perspective of a change agent alone almost never works,” he explains. Put another way, you need to think like a player and a coach to be an effective leader.
When Abby Knowles stepped in to lead Verizon’s software engineering product model transformation, the leadership transition could have derailed the initiative. Without genuine buy-in from new leadership, teams seldom fully commit to change. Half-hearted commitment at any level can stall or undermine an entire initiative. In fact, it’s one of the primary reasons why roughly 70% of transformation efforts ultimately fail.
This article reveals the essential factors Abby and her colleague, Archana Prabhu, credit for securing buy-in, maintaining momentum in their product model transformation, and delivering impressive results.
For every dollar a typical company invests in software development, only about 25 cents supports the company’s highest-priority business outcomes.
This stark disparity between investment and results is why tech leaders are rethinking their project-based approach to software delivery and adopting a product operating model.
Organizations that adopt product-oriented approaches achieve faster delivery, better stability, and higher customer satisfaction. But what does a product operating model look like in practice – and at scale? These on-demand sessions from the Project to Product Summit 2024 feature three distinct perspectives that answer this question.
Digital banking has redefined financial services over the last decade, with consumer preferences clearly reflecting this transformation: 91% of customers now consider online and mobile experiences a critical priority when choosing a bank.
What if the principles that transformed software development over the last decade could be the key to successfully implementing AI in your organization? In the latest Mik + One podcast, Dr. Mik Kersten, Chief Technology Officer at Planview, sat down with Patrick Debois, known as the “godfather of DevOps,” to explore this question.
New research shows that product operating model adoption will increase in the next five years. In a CIO study conducted by Gartner® — similar to Planview’s survey data — respondents showed that “they expect 70% of their work to use a product-based delivery model in five years.” Alan Manuel explains three reasons why.