Guiding Teams Through Product, Platform, and Service Differences

In my role leading a global product operating model practice, I have worked with leadership teams across various industries and company sizes, assisting them in evolving and modernizing their businesses. Through this experience, I have been fortunate to identify common patterns that either enable or hinder success. One prevalent pattern is the ongoing debate about the definition of a product.

This seemingly simple question often surfaces during workshops, revealing insights that are crucial for aspects such as culture, governance, reward systems, and customer-centricity. It sparks internal discussions among teams regarding the distinctions between products, platforms, and services.

Upon closer examination of these differing opinions, which may seem theoretical to some, I have realized that this fundamental definition can significantly impact an organization's ability to deliver value, foster innovation, and reduce operational costs and waste.