Tuckpoint Advisory Group

What Does Apollo 13 Have to Do with Op Model Transformation? Remember that pivotal scene in Apollo 13 where the astronauts realize their air filters are failing? The engineers in Houston are given a near-impossible task: make a square filter fit into a round box—using only the limited materials available. Without hesitation, they roll up their sleeves and get to work. This same mindset applies to Operational Model Transformation—pressure, constraints, and the need for creative problem-solving. Jen Swanson shares how she embraces challenges in a similar fashion to the Apollo 13 engineers: shrugging, pushing up her glasses, and diving right in. Listen in for her insights—because transformation isn’t about waiting for the perfect solution, it’s about making things work with what you’ve got. What’s your approach to solving the “square peg, round hole” challenges in your industry? Drop a comment below. #TuckpointAdvisoryGroup #OperatingModelDesign #OpModelTransformation #ProductStrategy #ProductLeader #ProductOperatingModel

In March, our team heads to New York City to attend Product-Led Alliance's Product Ops Summit. This conference is all about building, growing and managing a product ops function. In preparation, let's revisit the importance of analytics to product-led organizations and the people responsible for it. Is it the individual Product Manager or the Product Ops Team? Analytics as a Foundation: In product-led organizations, robust analytics are essential. They help tell compelling stories, secure stakeholder buy-in, and drive continuous improvements to deliver real customer value. A Dual Ownership Model: rather than an either/or scenario, a "both/and" approach is best: Product Managers should own the hypotheses, key questions, and tests. They need to ensure their products are instrumented correctly and use data to guide actions. Product Ops should standardize data collection, harmonize definitions, and create consistent processes. This ensures that across different products, everyone—from PMs to VPs—speaks the same language when it comes to data. Standardizing data not only helps in telling a clear, consistent story but also enables leadership to make informed, apples-to-apples comparisons across portfolios—keeping the focus on the strategic narrative. When teams clearly define and balance responsibilities between Product Managers and Product Ops, they create a powerful partnership that drives better product outcomes and aligns seamlessly with organizational goals. If anyone wants to chat about data/analytics and the Dual Ownership Model at the PLA POPs Summit, let's connect!

How do you avoid common pitfalls and ensure your organization is nimble enough to handle high-growth? Our CEO, Jen Swanson shares three of the most common obstacles faced by rapid-growth organizations—that she sees time and time again when working with organizations of various sizes and industries, from finance to healthcare. 1. Your scope is too narrow. 2. Platforms and capabilities can't support exponential growth. 3. The organization is bloated and starting to plateau. To overcome these pitfalls to build more responsive and repeatable systems, there are five immediate action items to pay attention to. In our latest article we share what these action items are and how they are the key to scaling. Grab the link in the comments and tell us if you've ever fallen victim to obstacles.

We are thrilled to be a sponsor at the TechSHEroes Against Cancer event on February 20th and be part of an empowering experience with a vibrant community of women in IT while making a difference in the fight against cancer. There’s still time to get involved—whether as a sponsor or an attendee. Explore your opportunities and join us! Click the link below for more details. https://lnkd.in/gunn7cUm #TuckpointAdvisoryGroup #TechWell #TechForGood #CIOsAgainstCancer #AmericanCancerSociety

What is the fallacy of Becoming a “Mature” Product Organization? Many organizations, if allowed to self-diagnose, would probably say that they’re mature, but that’s rarely the case. It's more about sustaining and less about maturing. Here are three key behaviors of High-Performing Product Orgs that must be prevalent in your organization to maintain success. A collective mindset that balances perseverance with curiosity Teams persevere in solving complex problems, but even once the problem appears to be solved, they remain curious to see how that solution could be improved upon. Diversified ownership of transformation By fostering a shared sense of accountability and encouraging transformation behaviors, your teams become more adaptable and autonomous, and the organization becomes more resilient. And all of this is key to a transformation that can outlast any single leader’s influence. Storytelling Preservers Oral traditions carry immense power in any business. They bridge the gap between the past, present, and future, which is why storytelling is such a critical (albeit underappreciated) behavior inside high-performing product organizations. What are the green flags and KPI's that accompany each behavior? Read more on our latest article and grab the link in the comments.

What is the true north of transformational leadership? Our CEO, Jen Swanson, shares a powerful perspective: leadership isn't about pointing in a direction and leaving the rest to figure it out. True leadership is about equipping people at every level to find their true north. It requires skill, collective action, communication, and change leadership—a delicate balance that transforms intentions into outcomes. Does your organization know its true north? Are your leaders empowered to guide others toward it? Let’s spark a conversation. Share your thoughts in the comments! #TuckpointAdvisory Group #TransformationalLeadership #ChangeManagement #TrueNorth

Are you tired of hearing Product Operating Model Transformation referred to as “just a tech initiative”? The truth is, transformation is everyone’s job. And without broad commitment—especially from the C-suite—it’s impossible to deliver the speed, agility, and customer value your organization needs to stay competitive. In case you missed the fist blog of the year, check out the link in the comments for guidance on recognizing signs of resistance, how to address them effectively, and, most importantly, how to change perspectives on the complexities of Op Model transformation. #TuckpointAdvisoryGroup #OperatingModelDesign #OpModelTransformation #ProductStrategy #ProductLeader #ProductOperatingModel

Clear Signs Your Product Leader Needs Help...ASAP Recognizing when a product leader is struggling isn’t just about solving immediate problems—it’s about safeguarding the long-term success of the leader, their team, and the organization as a whole. Here’s how to spot the red flags, categorized into two key areas: External Triggers: these are external events or circumstances that significantly impact a product leader’s environment, work dynamics, or goals. Common examples include: *Leadership changes *Company reorganizations *Market disruptions *Mergers and acquisitions Internal Triggers: unlike external triggers, these arise from within the team or the product leader/manager. They often can look like: *Lack of clarity around priorities *A focus on outputs rather than outcomes *A disconnect from customer needs Understanding these triggers help organizations to anticipate challenges, address underlying issues, and empower product leaders to operate at their best. By focusing on these signals, you can proactively intervene and provide the support your product leaders need to thrive in their roles. Want to know more about why addressing these triggers is crucial for your organization’s success? Follow the link in the comments to dive deeper. #TuckpointAdvisoryGroup #OperatingModelDesign #OpModelTransformation #ProductStrategy #ProductLeader #ProductOperatingModel

At Tuckpoint, we show up prepared and ready to ask the right questions. While we bring expertise to the table, our true strength lies in our ability to collaborate and explore alongside our clients. Together, we work to uncover opportunities for growth and improvement, always striving for more and better outcomes.

Is your organization ready to embrace true transformation? As a tech leader, you know the power of a Product Operating Model to drive speed, agility, and customer value. But resistance, misconceptions, and silos often stand in the way. Some of the most common pushback you're likely to hear is: “Do we really need to dismantle everything?”?or?“Isn’t what we’re doing good enough?” These statements are typically symptomatic of a leadership team that feels some fear around discrediting past efforts. Transformation might be perceived as a critique of their work. “Isn’t this just a tech thing? Why can’t my part of the org continue working the way it always has?” Humans don’t love change, but the benefits of transformation are only realized when the whole org embraces the shift. Letting go of the inertia of established practices and the gravitational pull of “how it has always been done” can feel like a risky leap, especially when the value of the change isn’t immediately evident. “It’s just agile,” which is often paired with “We’ve already tried that.” This is symptomatic of someone with a project mentality. While agile practices may underpin the model, a Product Operating Model is about aligning the entire organization and breaking down silos to achieve unified goals (beyond how teams manage workflows). Learn some ways to combat the resistance in our latest article. View the link in the comments. #TuckpointAdvisoryGroup #Leadership #DigitalTransformation #ProductOperatingModel #Innovation