Transformed: Moving to the Product Operating Model

by Marty Cagan

Most organizations that are going through a digital transformation focus on improving their product teams to lead the way with new game-changing tech products. They focus on raising the skillset, talent and best practices that the team employs to build better product. Often this doesn't work. The organizations that successfully transform take a different approach. Not only do they focus on innovative tech products and product team transformation, but crucially, they change the way the rest of the organization supports the product team. This book will help leadership teams and the rest of the organization understand the key challenges they must overcome to truly compete and prevail in a digital age. It explains what the product team needs to do to effectively execute a product vision. And it explains how leaders can support a product-centric culture throughout the entire company. The book will also help supporting functions in the organization better understand how to operate with a product mindset.

Genres: Business, Leadership, Nonfiction, Management, Audiobook, Design, Technology

346 pages, Kindle Edition

Published March 6, 2024

Reviews

[Sebastian Gebski · Rating 3 out of 5]

Ouch, I've expected better.

Even if "Transformed" has an explicit topic (to stand out from the prior two books: "Inspired" and "Empowered")—transforming from a non-product (project, feature, etc.) to a product model—it still feels like reprocessed content from the previous books. It has good content, relevant content, and useful content—but it is definitely a reheated dish.

What is worse, some chapters are definitely "fillers" - e.g., profiles of some Product Managers (they almost sound like commercial offers/ads ...) OR "success stories" that unfortunately don't get challenged/validated at all, so they sound like an enterprise self-prise ...

Is there anything I liked? Well, there were many good remarks, but I think I recall all of them from the previous books, e.g., out outsourcing VS insourcing or high-integrity commits.

So, in the end - there's a LOT of good stuff in this book, but:
- if you read the previous two, don't bother with the 3rd
- if you haven't, read the first two instead ;)
- UNLESS you haven't read them but you're in a non-product organization and want content with a clear transformation-focus, in such a case it's a book for you

[Hannamari · Rating 3 out of 5]

I really like Marty Cagan’s thinking and books. However, to me, this book didn’t quite reach the level of Inspired and Empowered, and also didn’t give me much additional insights that the previous two books hadn’t already covered.

[Julian Dunn · Rating 4 out of 5]

A while ago I made the joke that as a product leader, I don’t have any truly original thoughts; I merely spend my time trying to apply the prior art of luminaries like Marty Cagan to real-life situations, throw out what doesn’t work, and make up the rest. Fortunately, Cagan has now written a book doing exactly that and trying to apply the “product operating model” (f/k/a product-led companies) to the most legacy, non-technology-led organizations in the world. For the most part, I have been fortunate in my career to not work for such firms, and the time when I did felt like I was tilting at windmills to point out obvious facts like the sky being blue and the grass being green and the company about to become irrelevant because of a failure to innovate (q.v. previous review of “The End of the CBC?”) Kudos to Marty and the Silicon Valley Product Group (SVPG) for taking on these challenges and trying to drag legacy, abacus-using corporations kicking and screaming into the 21st century. I hope (and I’m sure!) SVPG is well-compensated for their trouble.

Even for those of us who work in relatively product-first, digital-native companies, Transformed is a valuable reminder about the foundations of good product management, because even such firms sometimes fall into the trap of being output-oriented feature factories, adrift without a true product strategy or empowered teams. (Modern exhibit 1: Google.) To paraphrase John Philpot Curran: the price of empowerment is eternal vigilance, and modern product leaders should always monitor their teams – and their leadership teams! – to ensure that they aren’t resorting to top-down control and suffocating innovation with too much bureaucracy in the form of “program managers” and “analysts” who add negative value.

Transformed is also a great book with which to remind ourselves that, while we might hope to sell to customers who are like us, most of the legacy Fortune 500 is not composed of organizations operating according to the product operating model. Hence, if you work in B2B software like I do, those customers will try to command-and-control you, hold you to specific dates, threaten and cajole you like an outsourced contractor, and all the other toxic behavior that this model tells you should truly be driven out of the system, because that’s the only operating model they themselves have. Even if I can’t hit customers over the head with Cagan’s book, it’s still an important reminder to hold the line & to build for the market and not individual customers, lest you be dragged down yourself by their incompetence and legacy thinking.

I had only a few minor quibbles about the book. First, there is a weird separation of two case studies (Trainline, Datasite) into two components that didn’t make a lot of sense to me. Upon encountering these same firms again many chapters later, I just could not understand why their stories were bifurcated in this way. Second is Cagan’s use of the term “stakeholder” in an imprecise way, while in the same breath naming actual possible stakeholders (executives, middle managers, salespeople, customer success leaders, etc.) “Stakeholder” is just a very vague term; in product management, we joke that it’s really anyone who can wield a sharp stake and stab you in both the front and the back, which speaks to the fact that it’s really a political term, rather as an indicator of cluefulness. I wish Cagan would use it as little as possible.

I would still recommend Cagan’s book even if I’m not the target audience (see previous: lucky enough not to work for a legacy F500 enterprise). But for those who are so unlucky as to be tasked with a massive digital transformation effort for such a firm, this is practically required reading.

[Faye Zheng · Rating 3 out of 5]

2/3 of this is rehash of books one and two, which is convenient for people who haven’t read them, and maybe a nice refresher even for those who have. Those familiar with Marty’s approach can skip to the last 2 sections. Case studies, as they usually are in these books, are little contrived and not particularly helpful.

[Miguel Alho · Rating 2 out of 5]

I feel underwhelmed by this one, unfortunately, especially considering some of the hype I passed by online regarding it. I haven't read the previous books, and am in a engineering position, so maybe it wasn't too directed at me in my role. There are definetely some interesting bits to it - definitions, what to expect from existing roles and new ones.

But everything felt a bit superficial without enough depth to act on. Cases studies felt like reading a light blog post or white paper - "we had a problem, we transformed (but with little on how) and succeeded".

[Hugo Ferreira · Rating 3 out of 5]

If you've read Marty other books or his svpg.com blog posts, then you'll find this book totally repetitive and redundant. Do yourself a favour and skip all initial chapters and go straight to Part X about Overcoming Objections.
Rate it ⭐️⭐️ is usefulness in this case.

If you are new to the Product Operation Model concepts and Marty Cagan’s thoughts, then this is probably the best place to start from all of his writing.
Rate it ⭐️⭐️⭐️⭐️ is giving a good overview in this case.

[Tõnu Vahtra · Rating 3 out of 5]

Third book by Marty Cagan, also read INSPIRED and EMPOWERED when they came out. There is also a 4th book LOVED which is written by a different author and is focused on marketing. As per the entire box set description INSPIRED is written for product teams, EMPOWERED is written for product leaders, and LOVED is written for product marketing managers. TRANSFORMED is written for those leaders that are working to drive change in their companies. INSPIRED was was truly transformative book when I first read it and I also bought it as a gift and recommended to a lot of people back then as an example how Product Management and Delivery should be done excemplary and sustainably from organizational and cultural perspective. The las book tries to describe how to approach execution of transformation to Product company (change must start and be led from the very top), differences between Project/stakeholder driven and Product company and what real transformation VS faking a transformation looks like and what are the key stumbling blocks that can make organizational change extremely difficult or impossible. Product teams should not be given REQUIREMENTS to deliver by PROBLEMS to solve and strategy really is about FOCUS and deciding which PROBLEMS we want to solve.

If you are starting from the first book from this author then I would not recommend this one but start from INSPIRED as TRANSFORMED does not stand that well alone. I also have to agree with some of the reviewers remarks that the case study companies are not from the biggest and most transformative brands out there from global impact perspective, as the THE BIG FIVE has each invented their own wheel.

After reading the book I also looked up some high level presentations by Marty Cagan, primarily https://www.youtube.com/watch?v=x4H_g... ("Product Strategy: The Missing Link"). To a significant degree I resonate with Marty's core beliefs around strategy, I even keep recommending the same TOP2 books than he does: "The Art of Action" by Stephen Bungay and "Good Strategy, Bad Strategy" by Richard Rumelt.

“In stakeholder-driven models, it is inherently nearly impossible to have this necessary focus. That's because each stakeholder has their own goals and needs, and the company is simply trying to satisfy as many stakeholders as possible.”

“Why is that? Because once the product manager has claimed something is a “requirement,” that pretty much ends the conversation and moves the discussion to implementation.”

“So, why do so few of these features actually generate the hoped-for return? Realize that each of these features is a potential solution to some underlying problem. It might be a customer problem—maybe customers can't figure out how to use your product effectively. Or it might be a company problem—maybe it costs too much for you to provision your product.”

“If you compare the list of capabilities that your company needs with the impact that your newly released capabilities are generating, and if you are not feeling good about the return, then this is why changing how you solve problems is so important. The root of the issue is that these feature teams are set up to serve the stakeholders in your business, rather than to serve your customers in ways that work for your business.”

“Realize that if the company was set up with feature teams, then it is very unlikely that there was any unifying vision at play—as feature teams are all about serving the needs of their particular stakeholders.”

[Abby · Rating 3 out of 5]

Really interesting and lots of good food for thought. Doesn’t seem practical for regulated products like medical devices, so would have loved more explanation of how this can be adapted for those products.

[Julia Salinas · Rating 1 out of 5]

Read this because it was required for our department at work lol

[. · Rating 5 out of 5]

Relevant to anyone seeking to build a product focused organisation. Gives great language and context to some of the "before" states (as in, what you're transforming from), with insights on how to approach transformation based on your starting point.

[Jenn "JR" · Rating 3 out of 5]

Marty Cagan's writing style is very fluid, conversational and easy to consume. His writing is really well structured and he tells you what he's going to tell you, tells you (including case studies) and then summarizes the key points. He connects the concepts and points from previous chapters and books throughout which makes this seem like a bit more of a "rehash" of the previous two books "Inspired" and "Empowered" but it's less backstory than any given Harry Potter novel (right?).

I want everyone in my company to read all of Marty Cagan's books! He paints such a great picture of the kinds of transparency, empathy, collaboration and vision needed to create strong, sustainable, product-oriented companies using real examples.

What's missing for me is longitudinal data on these organizations, many of whom are newer, DotCom 1 and 2.0 organizations. How long were they able to sustain or evolve their product models? Do we have information about information about older companies -- say large global companies that have been around for more than 100 years and who think they've seen it all and know what they are doing? How do they transform in ways that allow them to shed unnecessary hierarchy and build in flexibility that allows for greater opportunity for collaboration and growth for their employees while meeting the needs of their consumers/customers better (and of course continuing to pay their CEOs 25MM/year and keeping their shareholders happy)? Is it possible?

[Sophia · Rating 2 out of 5]

2.5 While I very much agree with the overall message of the book, I have several problems with it.
- It lacks the perspective of agility which it's clearly based on without naming it
- No sources even though it heavily builds on established models and concepts
- Jumbled structure of chapters and so many repetitions, you could easily delete 80% of the book
- No visualization is at all. And elusive storytelling.

[Psalm · Rating 5 out of 5]

The only thing I didn’t appreciate about this book is that it didn’t come out 5-10 years ago. 😂

For any leaders who have a growing sense that your company/organization, small or large, needs to improve how it uses technology to solve problems, take the principles in this book to heart.

For product managers who are eager to do great work, read it and consider how you might need to grow and be honest with yourself about the leaders at your company. Do they have the support, the experience and the courage to fundamentally change how the company is organized, makes decisions, funds technology work, etc.?

[Phil · Rating 4 out of 5]

It’s solid. I really enjoy SVPG and their writing. Sometimes I think Marty leans a bit too much into what an ideal product operating model can look like without taking into account the realities of constraints in an organization. I’d love to see more work on how to navigate those very real challenges for product teams that are trying to affect change from inside an organization.

[Derek Bailey · Rating 5 out of 5]

This book is a fine example of professional development literature done right. I'm glad I had people at work who brought it to my attention and was even more glad that we've been having a somewhat informal buddy-read discussion about it as we progress at our own speeds.

CONTENT
A good professional development book can be hard to find. Sometimes the ideas presented are unrealistic, unhelpful, and/or just dishonest. In most cases though, I simply find that the authors tend to focus on idyllic conditions that really don't reflect the actual working environment of very many companies. TRANSFORMED, however, very much manages to avoid the typical pitfalls of this type of literature. Cagan breaks down, in painstaking detail, what it means to move to a Product Operating Model, what opposition companies might face when shifting to this way of working, and how to potentially overcome those challenges. The problems outlined are not simple ones, but this book breaks them down one piece at a time and makes them feel much more manageable. I especially liked that Cagan is transparent in acknowledging that leaders all the way up to the CEO are essential to a successful transformation, but also balances that reality with suggestions on how anyone can push for this type of change even at an individual level with their direct working team. Complimenting all of this is a healthy selection of case studies that outline how actual companies have succeeded in shifting to the type of model that the book describes. It was great to see such a mix of companies across different types of industries, but I found myself wishing that there was a little more diversity in the catalyst for these transformations as the vast majority of these stories looked at companies who adapted to the worldwide shutdowns from 2020 to roughly 2022. The unprecedented conditions from that time period will hopefully never be replicated again, so it would have been nice to see more examples of other key drivers for innovation. All in all, I think there's a lot to mull over here. Much of what the book had to say felt quite relevant to the current state of various industries and I certainly walked away having learned quite a bit.

EBOOK QUALITY
Technically, I read the electronic version of this book on O'Reilly, which my company has a subscription to. I assume the experience is very similar to picking up the eBook edition on an eReader, so I'll cover this part based on that assumption. First off, the cover is quite nice. As with most professional development books, it's design is simple, but the color choices look great. There are also other books in this collection which have a very similar look to them, giving titles by this author/publisher a nice sense of visual continuity. The interior fonts and formatting are also well handled and I especially appreciated the way that the table of contents is laid out.

CONCLUSION
Whether you are a CEO or an Individual Contributor, this book is well worth a read for it's compelling ideas, nuanced perspective, real-world examples, and highly organized structure.

(+) A realistic look at what it really takes for a company to transform
(+) Well-organized sections and a careful attention to key details, especially when it comes to potential counter-arguments
(+) Ton's of case studies to make things real
(+) Information and perspectives incorporated from a variety of sources
(-) There was a little too much emphasis on the worldwide shutdowns due to COVID when it came to the innovation stories showcased (I would have liked to have seen more examples with other catalysts for innovation).

[Misael Medina · Rating 4 out of 5]

*Transformed* by Marty Cagan is a compelling and insightful guide for organizations striving to become truly product-led. Building on his influential earlier work, *Inspired*, Cagan takes a deep dive into the complex journey of transformation, offering readers both inspiration and practical strategies.

The book doesn’t shy away from the hard truths. Cagan is upfront about the challenges companies face—silos, risk aversion, lack of alignment—and offers a clear roadmap for overcoming these hurdles. What stands out is his emphasis on empowering teams. Cagan makes a strong case that product teams must be trusted to solve customer problems in creative ways, with leadership acting as enablers rather than overseers. His focus on leadership is refreshing, as he argues that leaders must foster an environment of experimentation and learning, where failures are seen as opportunities for growth.

Cagan’s use of real-world case studies brings his points to life, showing how companies like Amazon and Netflix have embraced these principles to build world-class products. While some concepts might feel familiar to readers already steeped in product management theory, Cagan’s ability to tie these principles to actionable outcomes makes *Transformed* a valuable read for both product leaders and executives.

At its core, *Transformed* is not just about building better products—it’s about creating a culture that prioritizes customer value and fosters cross-functional collaboration. Cagan's approach is both pragmatic and inspiring, making the book a must-read for any organization that wants to stay competitive in today’s fast-paced market.

If there’s any critique, it’s that some of the examples might seem idealistic for smaller companies or those still navigating entrenched processes. However, Cagan’s clear and direct style provides enough guidance for any company, large or small, to start its transformation journey.

In short, *Transformed* offers a detailed and thought-provoking look at what it takes to truly become a product-led organization, filled with practical insights and real-world advice.

[Assaph Mehr · Rating 2 out of 5]

This book should have been a pamphlet.

You aren't the target audience for this book. This is Cagan's and SVPG's sales brochure for CEOs and CFOs to hire their services, not any practical advice to people in the trenches of product development trying to affect business transformation in their organisations.

As such, Cagan offers a land of unicorns and rainbows that can only be achieved via his brand ("the best and the rest" language) supported by shallow case studies and his usual preachy tone. I get that as a consultant it pays to be somewhat controversial with strong opinions, but this book won't really help anyone trying to transform.

As for content, nearly half the book is simply rehashing the previous two books. The rest are depictions of happy frolicking product elves (aka flimsy case studies without any details), and some highly general advice that anyone who has reached a point in their career where they care about transformation has learnt long ago.

While Cagan pays lip service to the fact each transformation story is unique and that his principles have been gathered from many different organisations (ie no single one exhibits all of them), he still persists in advocating an unrealistic ideal as "the only way." He's quick to expound that this is hard, and that you probably don't have the right talent - going back to my original point, this is a thinly-veiled pamphlet of SVPG services for potential customers, which unless you're a clueless CxO then it's not for you.

[Anthony · Rating 5 out of 5]

Yet another five star review within 24 hours of the last one. This is a book that feels like it was custom written for me and my experience. It may be zero stars to 99.9% of the folks on Goodreads.

This is a book that describes the pain of being a modern and innovative technology executive at a legacy operating company that was built long before the internet, and it is a handbook to describing exactly how that company should change itself to maximize the impact of technology and overhaul the financial success of any modern corporation.

The main thesis here is that companies need to move from treating technology organizations like servants and services to collaborative partners who share the responsibility and accountability for business outcomes. The model is 'outcome' not 'output' and 'product' not 'projects'. Those two small differences in approach are revolutionary in the way most traditional companies initiate, fund, direct and track the success of technology teams and technology efforts.

The question about whether any of us in this position can be successful driving this transformation is still an open one. This book is necessary, but not sufficient.

Although this book is not elegant or even brilliant, it is a perfect book for what it attempts to do, and how it is structured and assembled. Very easy to read, not arrogant in message, and based in the paradigm of first principles that can be built upon in many different ways, it could not have been written more effectively. Five stars.

[Ross Savill · Rating 3 out of 5]

Very much a sales pitch for the Product Operating Model (POM), the descriptions were abstract to a fault for me, I've finished the written book and am going through the audio book now as a follow up and I'm still struggling to maintain focus and absorb.

It does a decent job of explaining the function of the POM and there is plenty of repetition throughout involving various companies moving to this model, although again it can be so abstract that I have to focus hard on taking things away. (The work book club helped in this regard).

Many of the companies moving over to the POM did so under COVID, which on the one hand makes sense due to the upheaval needed to stay afloat but on the other, makes it difficult to understand why a company would move to the POM of its own accord if it was flying high without it.

Being a sales pitch, there's no downside or tales of companies struggling with the POM outside of advising workers (repeatedly) to bang the drum and jump in wholeheartedly in the face of any objectors.

A solid intro into what it means to be a company transitioning to the POM, but expect a sales pitch and, as such, to come away with questions about what might go wrong.

[Radoslava Koleva · Rating 3 out of 5]

Surprisingly to me this book failed to impress. I'm a huge fan of Marty Cagan and the SVPG, and I constantly recommend Inspired and Empowered to colleagues and friends. This latest one however felt weak and overly theoretical in comparison.

The ephemeral "product operating model". It's almost like a fairy tale idea based loosely on real events. And it somehow moves too much of the focus on the power dynamics between the different functions in a business, as opposed to on the effective collaboration between them.

I might be skeptical also because I've just lived a crash-and-burn transformation attempt in a big monolithic org where a layer of exceptionally mediocre leadership used this book as a banner but failed so miserably on all of its points. Which makes me feel that focusing a whole org on the transformation as a central topic for months and years on end is counterproductive, demotivating, expensive, and overall a massive waste of time which kills the focus of the org for everyone.

Interesting read nonetheless and definitely a good springboard for reflection and discussion.

[Maria Hristeva · Rating 3 out of 5]

The book provides an in-depth exploration of how companies can adopt modern product management and tech-driven strategies to succeed. While Cagan is highly respected for his expertise, this book presents challenges that may not resonate with all readers, particularly due to its very theoretical nature.
One of the central critiques of the book is that it leans heavily on a “by the book” approach, offering a fairly rigid framework for how companies should operate. Cagan outlines specific processes and structures that he claims are universally applicable, but this ignores the reality that every organization has its unique culture, constraints, and dynamics. The principles in Transformed sometimes come across as one-size-fits-all solutions, which can be overly prescriptive for companies that operate differently or have varying levels of maturity.

[David Lansing · Rating 3 out of 5]

I have to say I was pretty disappointed by this book having enjoyed Marty Kagan‘s earlier books. Marty leaves his pragmatism at the door this entire book and it hurts the storytelling. He is so certain of himself it becomes ridiculous, spending a lot of the book singing his own praises.

Often times the stories were interesting and I appreciated the story about Kaiser at the end. there were definitely some stories that were cherry picked to make his points; the way in which he made his points I think hurt them in this book and it notably didn’t in the other books. Especially his acutely negative focus on product analyst, project managers, business analyst product owners, program managers, delivery managers, and other titles all over the tech industry today, came off as vindictive and judgmental in a way I didn’t expect from Cagan. Still good enough I didn’t leave it unfinished

[Dominic Bouffard · Rating 5 out of 5]

This book, "Transformed" by Marty Cagan, offers a concise yet impactful overview of what constitutes a robust product operating model within organizations. While it may not delve as deeply into specific product topics as other resources, it serves as a valuable guide for product leaders and organizations aiming to embrace a product-centric approach.

Cagan outlines the essential elements of a successful product operating model and provides insights on achieving effective transformation. Although transitioning to such a model presents challenges, the book equips readers with valuable knowledge and strategies to navigate this change, making it a valuable resource for executives and CEOs seeking to drive organizational transformation.

[Kristen · Rating 4 out of 5]

This 3rd book in Marty Cagan's product team compendium feels a bit like a mash-up of one and two, plus an expansion to talk about the larger organization in which a single product team sits. If you've read the first two, and/or keep up on his SVPG blog, you won't see many new ideas here. However, its a good reference book, and I'm having all my product managers read it as a continuing-education book club of sorts.
The case studies felt off this time, not detailed enough to be truly helpful. But I work for a company that sells a physical product, not a digital one, so case studies are always a bit of a stretch to apply the concepts.
Appreciate the canned answers to difficult questions that they provide. Will be making use of that section. Overall 3.5/5.

[Kunal Gupta · Rating 5 out of 5]

I love the principles based approach and elaboration through case studies. Having been part of transformation in my own company, many previous failed attempts and most recent one which is going in the right direction, I can approve all the principles Cagan is sharing. The most important one is that it is very difficult (and even kind of swimming against the flow) to transform from bottom to top. If you get a CEO who is proponent of this way of working everyone else starts falling in line, and people who have always wanted to work in this way start driving the right behaviours with passion and energy.

[Cori · Rating 2 out of 5]

What intrigued me: We were supposed to read this as a part of a book club at work, but that fell apart.

What I liked: We're restructuring at work, and it was interesting to read how much we are not following this model in that process.

What I didn't like: It's repetitive. I think this would have been an excellent book club book because we could have spoken in depth about real world applications and examples. As it was, reading it straight through was reading don't do that, or you're going to have a bad time... over and over again.

Favorite quote: "'customer interaction training'... sometimes referred to as charm school." p. 281

[Artur Skowroński · Rating 3 out of 5]

This is some kind of guilty pleasure—I enjoy reading Cagan, but at the same time, his coaching-style approach really annoys me. It feels like a heavy rethreading of points from his previous books, which has "padded" the content significantly. The ending was the most enjoyable part, although it skimmed through transformational topics way too superficially.

Leading a Change is a much better book about real change management and transformation. Transformed is mostly defining some kind of North Star.

Still... it's nice to read this kind of mindset book from time to time. Even if it’s just to set yourself up for positive thinking—a sort of self-NeuroProgrammign :D

[Keith Nicholson · Rating 5 out of 5]

A Worthy Reference for Dramatic Improvements

As a member of a stakeholder/feature driven team at my current company, my teammates and I have been discouraged by the command-and-control approach made by those which have only a glimpse of the power of technology.

This book helps build in the lessons learned in Accelerate, the DevOps Handbook and other leading books for the digital age. Now with a new CTO motivated by this book, there is hope that our activities contribute to the success of our company and to our customers.

I look forward to the journey my current CTO has planned for us.

[Daniil Lanovyi · Rating 5 out of 5]

Marty Cagan has been beating the drum of proper product management work for ages now. This new book is yet another attempt to help organisations understand the benefits of the product model and to move towards it. Regular readers of Marty's blog would find a lot of familiar points made in the book, still, it's great to have all the content in one place, perfectly structured and accessible. The most important challenge remains - how to convince leaders in your organisation to read this book and take action?

[Jakub · Rating 3 out of 5]

I like the Product Operation Model and consider it very important. The book does cover well what is does and what it may take to get there.

With that said lots of it is repeating of things already said in other books. E.g. if you are following the Product field for some time, there won't be much new.

The last problem is whenever they actually approach the technologies, I tend to disagree with the statement that are provided as truth. E.g. cloud and microservices are the necessary and best solution.