Leaders may engage in the product operating model due to an optimism bias, hoping this approach will succeed "this time" after previous Agile initiatives fell short.
The shift to the product operating model is driven by a bias for action, where leaders feel compelled to implement change to maintain competitiveness, regardless of past failures.
Influential industry trends and peer pressure can push leaders to adopt new models like the product operating model, as they don’t want to be left behind in their sector.
Misattributing past failures in Agile transformations to implementation errors rather than methodological flaws can lead leaders to believe the product operating model offers a solution to those shortcomings.
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