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Navigating the Transition: Embracing Product-Centricity

Since I’ve started the journey as a scrum master I also accompany and feel the transition from a service oriented to a product centric environment. Since then, the disadvantages of a service-oriented approach have become increasingly apparent. Companies locked into this model often find themselves constrained by short-term, transactional thinking, limited scalability, and a lack of adaptability to changing market demands. The realization that a fundamental shift is needed sparks the journey toward a product-centric mindset. However, the path from service-oriented to product-centric is laden with challenges that extend far beyond the confines of software development and product management.

Departments across the organization, from sales and marketing to customer support, finance, operations, and human resources, must actively contribute to this transformation as the product is more than the software a company creates. This blog post delves into the challenges and pitfalls inherent in this shift, emphasizing the necessity for a holistic, collaborative effort. As we navigate the complexities of this transformation, we’ll explore the unique roles each department plays in overcoming obstacles and driving the organization towards a more agile, customer-focused, and sustainable future.

Product-led is driven by the following principle

As a product company, our entire process is driven by the imperative to create a product that can be sold to at least six customers to break even. This requirement is non-negotiable and emphasises the consistency and standardisation of our offering.

The Heart of the Change

The metamorphosis begins with a realization — a product is not merely about code; it’s a holistic entity that encompasses marketing, sales, and customer support. Unlike the service-centric ethos, where sales tailors solutions to customer needs, a product-centric approach demands selling the product as is, without or with much less customization. This shift poses a unique challenge for roles like customer consulting and project management, as their tasks undergo a fundamental transformation.

In this transformation, the development team becomes the nucleus, redefining the company’s DNA. The challenge is not just adapting the software but reshaping the mindset of the entire organization. Marketing, traditionally focused on portraying a service’s adaptability, must now convey the inherent strengths of the standardized product. Sales teams, accustomed to meeting unique customer demands, face the paradigm shift of selling not just a solution but a standardized product that solves common problems.

Shifting Perspectives: From Solution to Problem-Oriented

In the service-centric paradigm, customers often dictate the next software feature, providing a clear roadmap for development. However, in a product-centric world, the uncertainty of what features are next requires a fundamental shift in mindset. Departments must pivot from being solution-oriented to problem-oriented. This shift, though met with initial resistance, necessitates a collective understanding that every department must actively adapt to align with the product-centric vision.

As the development team grapples with the challenge of anticipating future features without explicit customer demands, sales and marketing find themselves in uncharted territory. Selling a standardized product means understanding and empathizing with the customer’s problems rather than tailoring solutions to specific needs. The organization becomes an expert problem-solver rather than a provider of bespoke solutions.

Every Department Counts

The product journey extends well beyond the confines of software development. It spans from the initial marketing touchpoints to the intricacies of key account management. For this journey to be successful, every department must play a vital role. Active participation is not a choice but a necessity. Failure to engage in the transformation leaves employees grappling with significant challenges, hindering their ability to contribute effectively.

In this holistic shift, marketing becomes the storyteller, crafting narratives that resonate with the standardized product’s strengths and benefits. Sales evolves into a consultative partner, guiding customers not just towards a purchase but towards a solution to their broader challenges. Customer support, once reactive to specific software customizations, transitions into a proactive force, preemptively addressing common issues and offering value-added services.

Pitfalls and Forecasts

Communication is the linchpin of successful transitions. One major pitfall lies in the fear of the unknown. Instead of providing false assurances that daily work won’t change, transparency is essential. Open and honest communication builds trust. Employees need a realistic forecast of the impending changes, encouraging them to actively participate in the transition, understanding that their contributions are valued and vital for success.

Addressing fears head-on requires leadership to acknowledge the challenges and uncertainties that accompany the transition. Offering a clear roadmap, outlining the expected changes, and providing support mechanisms can help alleviate anxiety. Forecasts should not sugarcoat the magnitude of the shift but should inspire confidence by emphasizing the collective capabilities of the organization to adapt and thrive in the new paradigm.

Customer Relationships: Navigating the Shift Together

Shifting from a service-oriented to a product-centric approach fundamentally alters the dynamics of customer relationships. Companies often fear customer reactions to standardized products over highly customized solutions. However, navigating this shift requires bringing customers along on the journey. Transparent communication is crucial. By informing customers of the transformative shift, businesses set clear expectations, fostering a collaborative relationship where customers understand the evolving nature of the partnership.

In this collaborative journey, companies must address the elephant in the room: the potential reduction in highly customized services. Transparency becomes a guiding principle as organizations educate customers about the benefits of standardized products. Emphasizing the value of best-in-class solutions and the organization’s expertise in delivering market-standard products builds trust. This shift is not just internal; it extends to creating a shared vision with customers, aligning expectations, and ensuring a mutually beneficial evolution of the relationship.


Revolutionizing the Sales Funnel in the Shift to Product-Centricity

In the dynamic landscape of a product-centric approach, the traditional sales funnel undergoes a profound transformation. Unlike the classical model where the product experience is an adjunct to the funnel, positioned alongside inquiries, marketing leads, opportunities, and customer engagement, the product-centric world seamlessly integrates the product experience as an integral part of the entire funnel.

Classical Approach: Product Experience as an Adjunct

In the classical sales funnel, the product experience often finds its place beside the funnel stages, with a linear progression from inquiries to marketing leads, opportunities, and customer engagement. The product, in this context, is perceived as a tool or solution that supports the sales process. It plays a role, but it’s not the central focus; instead, it complements the overarching goal of closing deals and satisfying customer needs.

Product-Centric Paradigm: A Paradigm Shift in the Funnel

In the product-centric world, the paradigm shifts fundamentally. The product experience is not relegated to a peripheral role but becomes a core and integrated component of the sales funnel. It exceeds the boundaries between marketing and sales, occupying a pivotal position that influences every stage of the customer journey.

Integral Role in Marketing: Elevating Product Experience

In the product-centric funnel, marketing is not just about creating awareness and generating leads; it becomes an avenue for showcasing the product experience. Marketing efforts are directed not only at attracting potential customers but also at immersing them in the essence of the product. From captivating visuals to interactive demonstrations, marketing materials are designed to convey the unique value proposition and the tangible benefits of the product.

Seamless Transition to Sales: Continuing the Experience

As leads progress through the funnel, the transition from marketing to sales is seamless, with the product experience continuing to play a central role. Sales teams are armed not only with information but with a compelling product narrative that has already begun during the marketing phase. This shift facilitates a more informed and engaged sales process, as customers have already experienced, to some extent, what the product has to offer.

Closing Deals with Enhanced Product Understanding

Opportunities and deals are no longer closed solely based on promises and proposals. Instead, they are sealed with a deeper understanding of the product gained throughout the funnel journey. Customers enter the final stages of the funnel not only convinced by the sales pitch but also having experienced the product’s features, benefits, and its alignment with their needs.

Post-Sale Integration: A Continuous Product Journey

In the post-sale phase, the product experience doesn’t end; it evolves into an ongoing journey. Customer engagement is not confined to troubleshooting or support; it extends to enhancing the product experience further. This cyclical relationship between product, marketing, and sales ensures that each customer interaction becomes an opportunity to strengthen the product-centric bond.


In embracing a product-centric approach, companies revolutionize the sales funnel. The product experience, once a mere appendage, becomes a driving force. This integrated funnel not only elevates marketing and sales processes but also ensures that every customer interaction is an immersive experience, forging lasting connections and driving sustained success in the product-centric landscape.

In the transformative journey from a service-oriented to a product-centric approach, the role of an Agile coach becomes paramount. Agile coaches act as catalysts for change, leveraging their expertise to facilitate the transition towards a more responsive and customer-focused organizational structure. Shifting to a product-centric model often introduces uncertainties, especially for teams accustomed to the predictability of service-oriented approaches. Agile coaches excel in navigating uncertainty, instilling Agile principles that embrace change and value customer feedback. Their guidance helps teams adapt to the dynamic nature of product development. Agile coaches champion the concept of continuous improvement. Through regular retrospectives and feedback loops, they enable teams to reflect on their product development processes. By fostering an environment where teams can iterate towards greater efficiency, Agile coaches contribute significantly to the success of the product-centric shift.