The Product Model and Agile

The product model treats Agile as just the delivery dimension and adds two missing pieces: product strategy (choosing the right problems) and product discovery (figuring out the right solutions). By separating those three dimensions the model makes clear why pure Agile practices don't answer the core question of what to build.

SVPG stresses that the product model isn't new; strong product companies have used it for decades. The confusion comes from wildly varying definitions of Agile, from "fake Agile" frameworks like SAFe to "real Agile" practices such as continuous deployment. The article draws a line between the Agile Manifesto principles, which focus on building and shipping software, and the higher-order work of aligning outcomes with business problems.

Because Agile only covers delivery, teams that rely on it alone can end up shipping working software that misses the intended outcome. The product model forces teams to ask whether the software solves the underlying problem and delivers measurable results, not just that it runs.

For Agile coaches, the implication is clear: value comes from experience in product strategy or discovery, not just from facilitating Scrum ceremonies. Coaches who can set up telemetry, A/B testing, and continuous deployment are useful delivery coaches, but without strategy or discovery chops they add little to a product-model transformation.

SVPG therefore pushes for product-model thinking over certifications. The real metric is whether a coach brings hands-on product experience that moves an organization from output to outcome.