Product Org Design

Most product transformations begin by copying forms. Squads like Spotify, OKRs like Google, structure like TeamTopologies. Two years later the organization has a new structure and the same problem as before - now with a higher cost of coordination. The reason is simple. Organization design has been confused with drawing an org chart. These are two different things. The first is a discipline, a way of thinking about the organization as a system of interlocking decisions. The second is an artifact, one that rarely changes how the organization actually works.

This workshop gives you the discipline. You won't leave with a ready-made framework to roll out - you'll leave with a way of thinking and the decision criteria to design your own system of work. The starting point is the organization seen as a system of five interlocking levers - strategy, structure, processes, rewards, and people - that cannot be changed in isolation. Between strategy and these levers sit the key organizational capabilities the organization must master better than its competitors. The program synthesizes the classics of organization design - Galbraith, Kates, Kesler, Meadows, Larman - with product principles - Cagan, Torres. From that synthesis comes a way of working in which strategy, organization, and product are not separate domains but a single logic of decisions.

Over three days you walk the full design path - from the real challenges your organization faces, through the capabilities that make it effective, to a systems map of your own company and a concrete plan for change. You model how a specific design decision strengthens or breaks the organization's capabilities before you make it. You trace first-, second-, and third-order consequences to recognize dysfunctions before they surface in practice. You work on your own organization, not on textbook exercises.

Product Org Design is for leaders building a coherent organization - one that turns strategy into results efficiently.