Time to value

I think the underlying premise of Marty Cagan and the SVPG approach to product is that ‘time to value’ is a competitive advantage. And achieving that advantage requires the product operating model of empowered teams doing continuous discovery, etc. So, the backlash of product managers against that definition of the product operating model misses the point. Achieving competitive advantage is what is important, and if you can do it without the modern product practices, then fine, but you’re more likely to achieve it if you use them. Perhaps the reason the product management community is so focused on the practices rather than the outcome is because we’re too focused on internal process.