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Transformation as a mandated program uses old ways of thinking to apply new ways of working.

…transformational leadership, in the context of product development, is highly correlated with higher organization performance.

Transformational leadership and a generative culture go hand in hand.

It’s almost never the case the you’ll transform your personal psychology and manage your emotional and mental health long term with a single or even a handful of hacks.

…companies transform because they believe they need to be able to successfully take advantage of new opportunities that arise and effectively respond to serious threats.

Successful transformation is hard to pull off, and it requires tackling tough issues where often the people involved really don’t want to hear it.

…there are two important things for you as product leader to keep in mind as you embark on a transformation: First, you have as much ownership as you have credibility; and second, part of your job as a product leader is to change hearts and minds.

This is why — without the visible and real support from the very top of the organization — transformations so often fail.

…it is so common for companies that are transforming to hire product managers out of their customer base or others with deep domain experience. However, in most cases, this turns out to be a mistake.