Product Ops: The Team Behind the Team

A product org grows from two PMs to eight. Suddenly, strange frictions everywhere:

Every PM builds their own status deck, in their own format, with numbers pulled by hand. Two teams run experiments that collide with each other. Three different 'sources of truth' for activation exist, and they disagree. A quarter of every PM's week disappears into assembling reports, chasing data, and re-explaining process to new hires.

The CPO's first instinct: "Everyone needs to be more disciplined."