I have heard many things that an agile transformation is not. It is not a transactional project or programme, and it should not be set up like one. It is not a side-gig that people need to do above and beyond their usual day job. And some say it is a process that never ends. (Imagine hearing that as the CFO!)
This is my take: Transformation is a product.
This is not a metaphor: transformation succeeds and fails just like a product does—as tangible changes in customer behaviour—and we should treat it like one. We should design it like a product, measure it like a product, fund it like a product, pitch it like a product, govern it like a product. We should take the time to identify the customer; involve them; understand their needs and the jobs they want to be done; and measure transformation success like a modern product manager.
In this session, Daniel confesses that Transformation-as-a-Product has been hiding in plain sight for at least a decade, and describes how approaching transformation in this way unlocks a whole world of modern product management tools, techniques, and learning.
Maybe successful transformation is possible after all.