Melissa Perri on Reframing Product Operations from Overhead to Friction Removal

In a recent LinkedIn post, Melissa Perri discusses a common pitfall in the implementation of product operations (Product Ops): how it is framed and perceived within an organization. Perri argues that Product Ops often falters when viewed as mere overhead, but thrives when positioned as a critical function for removing friction.

Perri opens by acknowledging a frequent objection companies raise when considering the establishment of a Product Ops function: the fear of adding unnecessary bureaucracy. “The most common objection I hear when a company is considering product operations is ‘we don’t need another layer’, and I understand it. Nobody wants more process. Nobody wants more governance meetings. Nobody wants to explain to their engineers why there’s a new function that didn’t exist last year,” Perri writes.

Messaging Over Validity: The Core of Product Ops Challenges

According to Perri, this common objection is typically a symptom of a messaging problem rather than a fundamental flaw in the concept of Product Ops itself. The key, she contends, lies in how the function is introduced to the organization.

“When product ops gets introduced as a way to add structure, it dies in committee. When it gets introduced as a way to remove pain, it finds sponsors fast,” Perri explains. This highlights a critical distinction in perception: one that adds to existing workloads versus one that alleviates current pain points. The successful pitch, Perri suggests, should not focus on what will be added, but on what problems will be solved.

“The pitch isn’t ‘here’s what we’ll add.’ It’s ‘here’s what’s slowing you down right now, and here’s how we fix it.’ Faster access to data. Fewer redundant meetings. Decisions that don’t have to go up three levels to get made.”

Building Consensus and Demonstrating Value

Perri, co-author of the book “Product Operations” with Denise Tilles, emphasizes a strategic approach to introducing and embedding Product Ops within a company. She advises starting by identifying the existing problems that team members are already vocal about. This approach allows for the quick identification of pain points that Product Ops can directly address.

“Start with the problems people are already complaining about. Build quick wins that prove the function before you propose anything bigger. And build consensus across engineering, design, and product, not just with whoever approved the headcount,” Perri recommends. This strategy aims to build momentum and demonstrate tangible value early on, thereby gaining broader organizational buy-in.

From Investment to Relief: The Ultimate Product Ops Framing

Ultimately, Perri posits that the most effective way to position Product Ops is not as a new investment requiring justification, but as a source of relief from existing operational burdens. This reframing is crucial for overcoming initial resistance and ensuring the function’s long-term success.

“The companies that get product ops right don’t introduce it as an investment. They introduce it as a relief,” she concludes. Perri prompts readers to consider the specific frictions within their own teams that could be addressed by a dedicated Product Ops function, inviting a broader conversation about operational efficiency and effectiveness.