Product Consulting & Outsourcing

Building Product Success through Iterative Transformation

Consultants often find themselves stepping into environments where the groundwork is already established by the client — a detailed backlog, a clear project plan, and a team eager to execute. It’s easy to see the role as one of simply delivering on what’s been established. What if there’s room for more? What if, in the course of executing on an existing vision, there is an opportunity to subtly guide clients towards a new way of thinking?

Drawing on insights from works like, “Inspired,” and “The Joy of Agility,” we can paint a picture of a product-centric world where trust and shared goals lead to remarkable outcomes. But what happens when an organization isn’t quite ready for such a transformation? Perhaps it’s not about pushing for immediate change, but about introducing small, meaningful shifts—moments of continuous discovery, a gradual focus on outcomes rather than outputs. Over time, these shifts could inspire a deeper transformation, one that’s less about following a process and more about creating value that resonates with customers.

Iterative Transformation: Meeting Clients Where They Are

It’s fascinating to step into a client’s world—a world where meticulous planning has shaped a detailed backlog, where Agile rituals coexist with a project-based approach, and where the vision for what needs to be done is clear and firmly rooted. Consultants are often called upon to execute this vision, to bring their expertise and deliver results. But as they embed themselves into these environments, the question arises: Is there room to gently nudge the conversation from, “What must be done?” to, “What might we discover?” This is not about sweeping changes or disruptive interventions. Rather, it is about the subtle art of iteration—an idea that transformation can begin with a single step. The real work lies in bridging the gap between the intent of a product and its actual impact. What if, alongside delivering on the established backlog, small practices of continuous discovery are introduced? Could the team be invited to look beyond the next sprint and consider the broader outcomes they wish to achieve? A delicate balance exists. On one hand, there’s respect for the time and effort that has gone into planning. On the other, there’s the possibility that within this structure, there is room to explore and evolve. Over time, these explorations might lead to a shift in focus—from the number of features completed to the value those features bring. It’s not a quick change, but rather a gradual shift, one that allows the organization to grow into a product mindset at its own pace.

Bridging the Gap as Consultants

When stepping into an organization, consultants are often handed a Statement of Work (SoW)—a detailed plan that lays out the deliverables and timelines. It’s a critical document, but one that can sometimes tether teams to a fixed mindset, focused on completing tasks rather than exploring new possibilities especially as consultants or outsourced workers. Traditional outsourcing is like ordering a pizza and hoping it turns into a gourmet meal. It’s rigid, transactional, and often, a disaster waiting to happen. Why? Because most outsourcing firms are stuck in the “service provider” mindset—cranking out what’s asked without any care for what’s really needed. But here’s the kicker: what if these firms stopped being order takers and started being partners?

Marty Cagan’s latest piece, "The Product Model in Outsourcing," advocates for a product model where outsourcing isn’t about delivering on a spec sheet but about solving real problems with real outcomes. It’s about flexibility, trust, and, dare I say it, working together as if you’re on the same team (because, surprise, you should be). Think less assembly line, more innovation hub.

For agencies, this means stepping up their game—no more hiding behind contracts. It’s time to embed product management roles, embrace agile practices, and keep the customer in the loop every step of the way. This isn’t just about doing what’s asked; it’s about doing what’s right.

So, next time you’re thinking of outsourcing, ask yourself—do you want a partner who just delivers, or one who delivers results?

If you’re intrigued (and you should be), check out Marty’s full article here. Trust me, it’s worth the read.

Marty Cagan suggests that while SoWs are necessary, they shouldn’t dictate the entire journey. Instead, the role of a Product Manager becomes crucial. Consultants don’t just follow the SoW; they work with Product Managers to ensure that every step aligns with the broader vision, continuously adapting to what’s learned along the way. Similarly, the role of Product Design isn’t just about aesthetics—it’s about deeply understanding the user and iterating on designs that resonate with their needs. In this way, Product Designers, alongside Product Managers, transform project-driven engagements into something more enduring: durable product teams that are not just executing a plan, but actively shaping the product’s future. This transition from a fixed project mentality to a dynamic, outcome-driven approach is where the magic happens. It’s where teams stop asking, “Did we complete the tasks?” and start asking, “Are we building something that truly matters?” By guiding clients through this transformation, teams can be created that aren’t just temporary project groups, but lasting entities that grow with the product, continuously learning, iterating, and improving.

Techniques for Success: Building Trust and Reframing Projects

As the shift from theory to practice occurs, there exist actionable techniques that can help bridge the gap between a traditional project approach and a more dynamic, product-focused methodology. Discovery Sprints are one such technique. By engaging in short, focused sprints aimed at uncovering key insights and validating assumptions, we can establish trust with clients early in the process. These sprints allow for rapid learning and alignment, ensuring that the team is building the right product from the outset. Then, there’s the persuasive power of prototypes. Prototypes offer a tangible way to assess ideas and gather feedback before significant resources are committed. They allow teams to experiment, iterate, and pivot as needed, reframing projects not as fixed journeys but as explorations of what’s possible. Through prototypes, the focus can shift from rigid plans to adaptable strategies. These early models are more than just mockups; they’re tools for communication and alignment, helping everyone involved to visualize the product’s potential and make informed decisions about its direction. This reframing is crucial. It turns the project from a series of tasks to be completed into a product that evolves based on continuous learning and user feedback. By embedding these techniques into the work, not only is the product enhanced, but we can build deeper, more trusting relationships with our clients.

?Implement Discovery Sprints?

When initiating Discovery Sprints, we start by gathering a cross-functional team, including product managers, designers, engineers, and key stakeholders. The goal is to rapidly align on the problem space and explore potential solutions within a short, intense timeframe—typically one or two weeks.

Here’s what that looks like in practice:

?????????????? Problem Definition: We kick off by clearly defining the problem we’re trying to solve. This involves deep dives into user research, data analysis, and stakeholder interviews to ensure we’re tackling the right issue.

?????????????? Ideation Sessions: With a clear problem in mind, we run structured ideation sessions—think design sprints or brainstorming workshops—where we generate a wide range of potential solutions. The emphasis here is on quantity and creativity.

?????????????? Rapid Prototyping: From the pool of ideas, we select a few high-potential concepts to prototype quickly. These prototypes are not polished; they’re functional enough to test core hypotheses with real users.

?????????????? User Testing: Then the prototypes are tested with users to gather immediate feedback. This step is crucial—it allows us to validate or invalidate assumptions before committing significant resources to development.

?????????????? Iteration and Alignment: Based on the feedback, we iterate on the prototypes and align with stakeholders on the next steps. This might involve refining the solution further, pivoting to a new approach, or, in some cases, shelving the idea altogether.

Diving Deeper: How These Techniques Drive Success?

We discussed the use of Discovery Sprints and the power of prototypes in reshaping projects and building trust. Now, let’s explore the how—the specific ways these techniques can drive success and transform teams into durable, outcome-focused units.

?

Prototypes: Turning Ideas into Tangible Vision?

?????????????? Communicating the Vision: Prototypes serve as a bridge between abstract concepts and tangible solutions. By creating visual and interactive representations of ideas, we help teams and stakeholders see and understand the potential impact of the product.

?????????????? Focusing on the User Experience: A prototype’s primary role is to simulate the user experience, allowing us to evaluate and refine user interactions before full development begins. This iterative testing helps us ensure that the product meets user needs and provides value from the very start.

?????????????? Facilitating Decision-Making: Prototypes are powerful tools for decision-making. They allow stakeholders to see the product’s potential early on, making it easier to agree on a direction and move forward with confidence.

?

Reframing Projects: From Tasks to Outcomes?

?????????????? Shifting the Mindset: One of the biggest challenges in transforming a project-driven engagement into a product-focused one is shifting the team’s mindset. By gradually introducing these techniques, we help teams move from thinking about tasks to focusing on outcomes. This shift does not happen overnight, but with each sprint and prototype, the conversation starts to change.

?????????????? Building Durable Teams: As the team becomes more comfortable with continuous discovery and iterative development, they naturally evolve into a more durable unit. These teams are not just focused on delivering what is on the backlog; they’re actively engaged in shaping the product’s future, continuously learning, iterating, and improving.

Empirical Examples: Success Stories of Iterative Transformation

?

While the theory behind Discovery Sprints, prototyping, and reframing projects is compelling, the real power of these methodologies becomes evident in practice. Below are examples of successful implementation of these approaches leading to significant improvements in product development and operational outcomes.

?

Example 1: Leveraging AI for Optimized Logistics in a Shipping Company?

A large logistics company faced challenges in efficiently routing shipments across multiple regions, particularly when factoring in unpredictable weather patterns. The company had been relying on traditional methods, which often resulted in delays and increased operational costs. The backlog of features designed to address these issues was growing, but the impact on efficiency was unclear. Management introduced a series of Discovery Sprints, focused on integrating AI and machine learning models into their routing processes. Cross-functional teams—including data scientists, product managers, and logistics experts—began by identifying the key variables that influenced routing efficiency, such as weather patterns, traffic conditions, and delivery windows. Through rapid prototyping and testing, an AI-driven routing tool was developed that dynamically adjusted shipping routes based on real-time weather data. Continuous feedback from logistics operators ensured the tool was both user-friendly and highly effective. The results were significant: the company saw a 30% improvement in routing efficiency, leading to reduced delivery times and operational costs. This AI integration not only optimized their logistics but also paved the way for further innovations, as the company continued to refine the model and expand its capabilities.

?

Example 2: Streamlining Project Management in a Technology Company

?A large international entertainment and technology company was struggling with fragmented project management processes. Multiple platforms were being used to manage capacity, roadmaps, backlogs, and technical documentation—yet these tools were not delivering tangible value. The lack of integration led to inefficiencies, missed deadlines, and misaligned priorities. They reframed the project management approach by consolidating tools into a more cohesive system. Prototypes of new workflows, using Jira and Confluence Cloud, established central platforms. These tools provided flexibility and robust integration capabilities with other critical applications, such as GitHub. Through a series of sprints the teams completed the migration of project management, portfolio, and program management, as well as technical discovery and documentation. Seamless integration with GitHub allowed for better visibility into the development process and more streamlined communication between technical and non-technical teams. The result was a dramatic improvement in operational efficiency. Several redundant tools were eliminated, reducing costs and complexity, and a significant increase in team productivity was observed. By managing capacity, roadmaps, and backlogs in a single, integrated environment, teams could better align their work with strategic goals, leading to more successful project outcomes.

The Ongoing Journey of Product Transformation

These examples illustrate how iterative methodologies like Discovery Sprints, prototyping, and reframing projects can drive meaningful change within an organization. Whether it’s a logistics company optimizing routes with AI or a tech firm streamlining project management processes, the principles remain the same: start small, focus on outcomes, and continuously evolve. The journey to building durable, outcome-focused product teams is ongoing, and each step taken opens up new possibilities for innovation and growth.

?#CapTech

#Product Management

#SVPG The Product Model in Outsourcing - Silicon Valley Product Group : Silicon Valley Product Group (svpg.com)