Most transformations fail not because organizations lack frameworks, but because they lack the measurement systems to prove value delivery and guide continuous improvement.

Most organizations confuse product thinking with structural or linguistic changes — renaming roles and reorganizing teams — without building the systemic capabilities that make it real. True product thinking requires developing discovery, decision-making, collaboration, and learning systems that enable continuous adaptation and value creation.

Scrum balances three forces—strategy, tactics, and risk—through the Vision, Product Goal, and Sprint Goal. The Product Goal bridges the gap between long-term vision and short-term execution, ensuring focus, alignment, and manageable risk in complex environments.

What manufacturing taught us about knowledge work — and why Ackoff knew we were asking the wrong questions

Competitive advantage comes from minimizing the time between decision and learning — the faster you validate assumptions with real user feedback, the faster you can adapt and create value. Traditional projects optimize for delivery and predictability, while product thinking optimizes for continuous learning, reducing risk, accelerating revenue, and turning responsiveness into a strategic edge.

Delivery isn’t the finish line — real success comes when a shipped feature creates measurable outcomes and impact. By extending “Done” beyond delivery to include learning and evidence of value, teams shift from output-focused activity to outcome-driven results that truly matter.

What is the difference between validation and verification?

Understand the differences between Development Value Stream and Operational Value Stream

Don't confuse resource efficiency with efficiency.

If the Scrum Values and the Sprint Goal are not aligned, the Sprint Goal will be suboptimal.

Don't confuse a Roadmap with a Realase Plan and vice versa. They serve different purposes.

Applying the Definition of Done wrong will be detrimental to your agility.

A simple step by step guide for the serious and brave.

Enabling constraints are an often misunderstood but powerful tool when coping with complexity.

We have a Product Owner, a Product Goal, and a Product Backlog in Scrum. Why don’t we have a Product but an Increment? Read this blog to understand the reasoning behind the naming.

Card, Conversation and Confirmation. Understand what professional confirmation looks like.

Using a product over a project mindset allows for lean requirements engineering. Just in time specifications allow for an iterative and incremental product discovery and delivery.

This blog aims to shed some light on the underlying forces at play and how good goal setting with well-chosen metrics can help.

The University of Applied Sciences at Albstadt-Sigmaringen (HSAlbSig) is respected for its well-balanced curriculum. However, even the best curriculum can benefit from outside sources and experts.

I recently finished writing a book with fellow Professional Scrum Trainer, Don McGreal, titled,  "The Professional Product Owner: Leveraging Scrum as a Competitive Advantage." I learned a lot from this experience and wanted to share it here.