Shifting to a product model isn’t for the faint of heart. It demands more than just a new way of organizing teams — it’s a full-scale overhaul of how technology functions, collaborates and delivers. Most organizations embarking on the journey must rethink their operating models, redefine roles and responsibilities, retrain legacy talent and rewire governance and funding models. It’s the kind of transformation that’s easy to support in theory, but harder to champion when the enterprise is facing mounting cost pressures.

Whether driven by macroeconomic factors like tariffs or internal mandates to centralize and streamline, the push for efficiency often forces technology leaders to scrutinize every dollar. That tension presents a paradox: The product model promises better business alignment, faster innovation and greater agility, but requires a front-loaded investment to get there.

So, how do you make the case?