A transformation begins with an accurate picture of where the organisation stands today. Experienced product coaches can assess a business unit in a single day - knowing what to ask, who to speak to, and where to look. This chapter helps you conduct a similar assessment yourself, even without prior experience. It may take longer, but the principles remain the same.
Before beginning, a few essential caveats:
No company is perfect. Even top-tier product organisations have pockets of dysfunction, legacy processes, or managers who revert to command-and-control under pressure. A realistic assessment acknowledges imperfection without catastrophising it.
No company is terrible at everything. There are always pockets of excellence worth recognising and preserving.
Speak to all levels. Perspectives differ dramatically between executives, middle managers, and individual contributors. Middle management, in particular, can obscure information - intentionally or unintentionally.
Look for evidence. Words are easy. Evidence shows whether teams are living the principles: prototypes, OKRs, product visions, strategies, and real roadmaps reveal the truth.
Don’t judge the process alone. There is no single correct way to do product. Strong organisations operate very differently. What matters is whether teams are applying the principles of the product model, regardless of terminology or ceremony.
The objective of transparency is simple: to build trust, accelerate decision-making, and enable the organisation to transform with clarity rather than confusion.
