Executive Sponsorship is Crucial for Product Ops Success, Argues Melissa Perri

In a recent LinkedIn post, product strategy expert Melissa Perri discusses the critical role of executive sponsorship in the success of product operations (Product Ops) functions. Perri argues that without this high-level backing, Product Ops initiatives are likely to falter and be perceived as non-essential.

Perri begins by painting a stark picture of what happens when Product Ops lacks genuine executive support. She writes:

Product operations without executive support is a suggestion box nobody checks.

She elaborates on this scenario, describing how well-intentioned Product Ops teams can invest time in building frameworks and processes, only to see limited adoption. The inevitable question from leadership, “whether the function is really necessary,” signals the beginning of the end for such initiatives, according to Perri.

The Dangers of Optionality in Product Ops

Perri emphasizes that executive support is far more than mere approval; it’s an active reinforcement of the operating model. As she notes,

Support means the CEO or CPO reinforcing the operating model out loud, in public, with consequences for people who route around it.

This active endorsement, Perri explains, legitimizes the Product Ops function and ensures its integration into the company’s workflow. Without it, the function becomes optional. In her view, anything deemed optional within an organization is invariably deprioritized over time, leading to its eventual obsolescence.

Laying the Foundation for Product Ops Success

For organizations considering establishing a Product Ops function, Perri offers a clear piece of advice: secure senior sponsorship first.

Prioritizing Sponsorship Before Implementation

Perri strongly advises that the groundwork for executive buy-in should be completed before any operational templates or processes are created. She states:

If you’re about to stand up a product operations function, get the senior sponsorship locked in before you write a single template.

This proactive approach, Perri suggests, ensures that Product Ops is aligned with strategic business goals from the outset and has the necessary authority to drive change. She also points to her book, “Product Operations,” co-authored with Denise Tilles, as a resource for those looking to implement Product Ops effectively, mentioning an upcoming workshop on the topic.

The Impact of Active Executive Involvement

Perri concludes by posing a question to her audience, prompting reflection on the potential transformation of Product Ops launches with direct executive participation. She asks:

What would change about how you’d launch product ops if the CEO was actively in the room every week?

This rhetorical question underscores her central argument: sustained, visible executive engagement is not just beneficial but essential for the long-term viability and impact of a Product Operations function.