John Cutler Critiques ‘Maturity Models’ in Product Operations on LinkedIn

In a recent LinkedIn post, John Cutler challenges the conventional notion of product operating model (POM) maturity, arguing against simplistic, linear interpretations of progress. Cutler, a prominent voice in product management, expressed his hesitation to define what ‘good looks like’ in terms of maturity, emphasizing the inherent complexities and contextual nature of such models.

He highlights the difficulty in applying a one-size-fits-all maturity framework to product operations. Cutler points out that even seemingly logical journeys on paper often involve significant ‘nuances, negotiations of meaning, and competing ideas.’ This complexity, he suggests, makes discussions of maturity in a vacuum rather unengaging.

“Why? Because it is never as simple as a linear model. Even when there is a journey that makes sense on paper, you find nuances, negotiations of meaning, and competing ideas.”

The Context-Free Problem

Cutler’s central critique revolves around the ‘context-free’ nature of many maturity models. He posits that without understanding the specific environment, organizational goals, and unique challenges a company faces, discussions about maturity become largely theoretical and, in his view, ‘rather boring.’ The value of assessing progress, according to Cutler, is diminished when divorced from the practical realities of implementation.

As John Cutler notes, the idea of maturity loses its appeal when it’s not grounded in specific circumstances:

“What fun is the idea of maturity without context?”

Observing Patterns and Cycles

Despite his reservations about rigid maturity frameworks, Cutler acknowledges observing recurring patterns in his interactions with numerous companies. He finds the dynamic interplay of emerging ideas, their adoption into mainstream practices, and subsequent rejection particularly fascinating. This cyclical nature of innovation and adoption, often occurring simultaneously within the same organization, provides a rich area for observation.

The Evolution of Ideas

John Cutler observes that ideas within product operations often go through distinct phases. He describes how new concepts can be introduced subtly, gain widespread acceptance, and eventually face pushback or be discarded. This phenomenon, which he refers to as ideas being ‘Trojan-horsed, become mainstream, and then are rejected,’ illustrates the fluid and often unpredictable evolution of best practices in the field.

According to Cutler, this dynamic is a key reason why a static view of maturity is insufficient. The very concepts that define a ‘mature’ state are themselves subject to change and re-evaluation.

“I find it all very fascinating, especially when it’s happening within the same company at the same time.”

Ultimately, John Cutler’s insights on LinkedIn serve as a call for a more nuanced and context-aware approach to evaluating product operating models. Rather than seeking a definitive checklist for maturity, he encourages a deeper understanding of the dynamic forces and unique circumstances that shape product development and operations within any given organization.