Product ops maturity assessment

How well does your
product org actually run?

18 questions across six dimensions. No fluff. You'll get a scored diagnosis of where your operating model is strong, where it's breaking down, and what that pattern usually means.

6 dimensions
18 questions
~5 minutes
0 of 18 answered 0%
Dimension 01 / 06
Strategic direction & OKR alignment
Does the org know where it's going — and does product work actually connect to that direction?
How clearly defined is your product org's overall strategy — not a mission statement, but a specific view on where to win, what to build, and what to deprioritize?
Do your OKRs actually drive product decisions — or are they written after the roadmap is already set?
If you picked three items off your current roadmap, could a PM clearly explain how each one maps to a strategic goal or OKR?
Dimension 02 / 06
Planning rhythm
Is planning a consistent, owned process — or does it happen differently every quarter depending on who has bandwidth?
How consistently does your product org run a formal planning cycle — and how far in advance are teams working?
When priorities shift mid-quarter, how is that communicated and decided?
Is there a designated owner for how the planning process itself runs — someone accountable for improving it, not just participating in it?
Dimension 03 / 06
Roadmap process
Is the roadmap a live decision-making tool — or a presentation artifact that gets updated before board meetings?
How closely does your current roadmap reflect what the team is actually working on versus what was committed to stakeholders?
Is there a shared prioritization framework your PMs consistently use — or does each PM prioritize in their own way?
How are items added to or removed from the roadmap — and is it clear who has authority to make those calls?
Dimension 04 / 06
Cross-functional alignment
Do product, engineering, design, and go-to-market actually move together — or does alignment happen in Slack threads after the fact?
How does your product org share context with sales, marketing, and customer success on what's shipping and when?
When there's a disagreement between product and engineering on scope or timeline, how is it resolved?
Do stakeholders outside of product generally feel informed — or do they regularly find out about changes after they happen?
Dimension 05 / 06
AI adoption
Is AI changing how your product org actually works — or is it a talking point in all-hands but absent from daily workflows?
Are your PMs actively using AI tools as part of their regular work — writing, research, synthesis, customer feedback analysis, planning?
Does your org have any shared guidance or standards around how AI tools are used in product work — prompts, outputs, quality bar?
Has AI meaningfully changed any recurring process in your product org in the last 12 months — not just saved time, but changed how something actually works?
Dimension 06 / 06
Ops infrastructure
Does your product org run on documented, shared systems — or does institutional knowledge live in people's heads and leave with them?
Do your PMs use shared templates for specs, PRDs, or planning artifacts — or does every PM have their own format?
How does your org onboard a new PM to your processes — is there a playbook, or do they shadow and figure it out?
When a process breaks down or a retrospective surfaces a gap, is there a clear owner who fixes it — or does it go on a list and stay there?
Get your diagnosis
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Please answer all 18 questions before submitting.
Assessment complete
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Where to focus

Want to talk through what this means for your org?

I work with product orgs to design operating models that actually hold up — planning rhythms, roadmap processes, AI-augmented workflows, and the infrastructure to scale them. Let's connect.

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