2025年产品运营行业状况报告（英文版）-Product-Led Alliance

Stateof

ProductOpsReport

2025

Createdby:Inpartnershipwith:

prdctedAnce

product-LedAlliance

+productboard

StateofProductOps

Report2025

Contents

3

Part1-Whotookpart

structureofproductopsin2025

12

Part2-The

25

Part3-Rolesandresponsibilities

effectiveness

36

Part4-Collaborationand

45

Part5-Challengesandpainpoints

2

52

Part6-Thefutureofproductops

technologies,andopportunities

57

Part7-Tools,

63

Part8-Conclusion

Report2025

StateofProductOps

lntroduction

product-LedAlliance

WelcometothefourtheditionoftheStateofProductOpsreport.Afteraone-yearhiatus,

we’rebackwithanothercomprehensivelookatthestateofproductoperations,poweredbyinsightsfromover50productopspractitioners–whoareonthefrontlinesofthisevolving,andoftenmisunderstood,businessfunction.

Sowhyhavewedecidedtorevisitthestateofproductoperations?Well,it’ssimple.

Productopsisnolongeranembryonicbusinessfunction.It’snowestablishedandverymuch

heretostay.Withinscaledproductorganizations,it’stheconnectivetissueacrossproduct,

engineering,customersuccess,andleadership.Andasorganizationsgrow,productopsisthelensthroughwhichinefficiencies,misalignments,andblockersareidentifiedandaddressed.

Withthisinmind,we’vechangedtackinthisyear’sreport.Wherepreviouseditionshave

3

askedwhetherproductopsistrulynecessary,our2025researchtakesthatasread.Instead,itfocusesonthechallengesand(many)opportunitiesfacedbypractitionersinthespace–andaskswhatthefunctionwilllooklikeoverafive-yearhorizon.

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Here’satasteof

what’sinside:

19%ofcentralizedfunctionshaveestablisheddedicatedliaisonsforcross-departmentalcollaboration

Alackofclarityaroundrolesandresponsibilitiesistheno.1challengefacedbyproductopsteams

Three-quartersofdedicatedproductopsteamsworkinacentralizedcapacity–andalmosthalfreport

directlytotheChiefProductOfficer

AlmosthalfofproductoperationsprofessionalssaythefunctionisevolvingwithAIandautomation

Only20%ofteamsexperiencedheadcountgrowthinthelastyear

Whileproductopsplaysagrowingroleinscaling

organizations,1in5teamsstilllackanyformalwaytomeasureitseffectiveness

Just7%ofpractitionersareleveraginghighlevelsofautomationintheirwork

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product-LedAlliance

Report2025

StateofProductOps

Aboutoursponsor

Productboard

Today’sproductteamsareexpectedtodeliverwithspeed,clarity,andalignmentacrossanincreasinglycomplexproductlandscape.

Theyneedtobalancecustomerneeds,stakeholderinput,andstrategicgoals—withoutgetting

boggeddowninspreadsheets,disjointedtools,orinefficientprocesses.Productboard’sproduct

roadmap,productstrulypowered

.

managementplatformispurpose-builttohelpteamsprioritizewhattobuildnext,aligneveryonearoundtheanddeliverthatmatterWithAI-customerfeedback

analysis,interactiveroadmapsforallyourstakeholders,strategicprioritization,andprogress&risktracking,Productboardturnsproductopsintoastrategicforcemultiplier.

Theworld’smostforward-thinkingcompanies—includingSalesforce,Autodesk,VMware,OneMedical,Zoom,andUiPath—relyonProductboardtobringclarityandconfidencetotheirproductdecisions.

That’swhyProductboardisproudtosponsorProduct-LedAlliance’sStateofProductOps2025report.Together,we’reuncoveringwhat’sdrivingthenextwaveofproductexcellence.

5

Report2025

Foreword

product-LedAlliance

StateofProductOps

Productoperationshasshiftedfromanemergingfunctiontoacorepartofmanyproductorganizations.Intheearlydays,thefocuswasondefiningtheroleanddemonstratingits

necessity.Now,withariseindedicatedproductopsteamsandmanymoreorganizationsembracingthefunction,thechallengeisnolongerprovingitsvalue—it’sfullyembeddingproductopsintocross-functionaldecision-making.Asthisreportwillshow,productopsisuniquelypositionedtodriveorganizationalefficiency,alignteams,andenhancevisibility

intoproductperformance.However,gapsremain,fromautomationstillbeingunderutilizedtolimitedclarityinrolesandresponsibilities.

Lookingahead,theopportunityisclear.Productopshasthepotentialtogobeyond

processoptimizationandbecometheinternalcustomerchampionandastrategicdriverofbusinessoutcomes.Thepathforwardinvolvesleveragingnewtechnologiesforworkflowautomation,deepeningcross-functionalalignment,enhancingcustomerfeedbackloops,and,mostimportantly,makingsenseofvastamountsofdatawithAItoensureproduct

decisionsaretightlyconnectedtocustomerneedsandmarketdemands.Withtheright

leadershipsupportandinvestment,productopscancontinuetoevolveintoafunctionthatnotonlystreamlinesexecutionbutalsoshapestheproductstrategyitself.

ChristianMarek,

VPofProductatProductboard

6

productboard

Report2025

Meetour

contributors

product-LedAlliance

StateofProductOps

GrahamReed,

HeadofProductOperationsatHeliosXandhostoftheProductOpsChroniclesPodcast

elios

TopherFox,

DirectorofProductOperationsatAerospike

Aerospike

ClareHawthorne,

KeynoteSpeaker,Advisor,andformerHeadofEngineering&ProductOperationsatOscarHealth

ChrisButler,

ProductOperationsManageratGithub

7

GitHub

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Part1

Whotookpart

Forthisyear’sreport,wespoketoproductopsprofessionalsfromarangeofindustries

andlocations.Oursurveycapturedrevealinginsightsfrompractitionersoperatingwithinamultitudeofcorporateenvironments–andwithvariedchallengesandpriorities.

Beforejumpingintotheanalysis,let’sfirstlytakealookatwhereourrespondentsarelocated,andtheindustriestheyworkin.

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StateofProductOps

ProductOpsaroundtheworld

OverhalfofourrespondentswerelocatedintheUnitedStates(59%),withafurther13%basedintheUnitedKingdom.

ThispointstotheUS’continueddominanceofthetechindustry,anditsroleasthegloballeaderinproductinnovation.Asthehomeofmajortechhubs,likeSiliconValley,NewYork,Boston,andAustin,theUnitedStateshasbeenatthecenteroftheriseoftheproduct-ledgrowth(PLG)model–and,

consequently,hasemergedasthecradleoftheproductopsfunction.

Similarly,theprominenceofrespondentsfromtheUKisunsurprising.London’spositionasaglobaltechleaderinthefintech,SaaS,andecommerceindustrieshasseenitmirrororganizationaltrendsestablishedintheUS.Asaresult,thishasfueledademandforproductopsprofessionals

tostreamlineprocesses,optimizedata,anddrivecross-functionalcollaboration.

%ofrespondents

59%

13%

7%

4%

4%

3%

2%

2%

2%

1%

3%

Country

UnitedStates

UnitedKingdom

Netherlands

France

Germany

Norway

Belgium

India

RepublicofIreland

Malaysia

Other

9

Whotookpart

product-LedAlliance

Report2025

StateofProductOps

Whotookpart

ProductOpswithintheUnitedStates

GiventheoutsizedinfluenceoftheAmericantechspaceontheproductopsfunction,it’simportanttotakeacloserlookatthegeographicaldistributionofUS-basedpractitioners.

10

Massachusetts

8%

Washington

8%Minnesota

4%

NewYork

17%

Colorado

4%

Illinois

9%

Maryland

3%

California

9%

Texas

13%

Georgia

3%

Other

22%

product-LedAlliance

Report2025

StateofProductOps

Whotookpart

Industry

Themakeupofrespondentsbyindustrypointstotworevealingtrends.Thefirstisthatproductoperationsismostprevalentincomplex,highlyregulated,anddata-drivenindustries,likefinancialservices

(comprisingaquarterofrespondents).Thesesectorsrelyheavilyoncompliance,riskmanagement,anddata-drivendecision-making,placingapremiumonstreamlinedoperationsandstructuredprocesses.Theprominenceofhealthcare(at13%)canbeexplainedbyasimilarsetoffactors.

Equallyrevealingisthesignificantpresenceofhospitality,leisure,andtravel(12%)anddata

infrastructure&telecoms(12%),highlightingtheimportanceofproductopsinindustriesthatdependonlarge-scaledigitalplatformsandcustomerexperienceoptimization.

12%

Datainfrastructure&telecoms

Transportand

Professionalservices

creativeindustries

4%

Retail/

eCommerce

3%

Education

4%

Mediaand

Financialservices

25%

Healthcare

13%

logistics

2%

8%

Hospitality,leisure,andtravel

11

12%

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Part2

Thestructureof

productopsteams

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product-LedAlliance

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StateofProductOps

Thestructureofproductopsteams

Doesyourorganizationhaveanestablishedproductopsfunction?

Webeganbyexploringtheextenttowhichcompanieshaveestablishedandmaintainedproductopsfunctions(broadlydefined).Thegoalwastounderstandwhetherthere’dbeenanincreaseordeclineintheprominenceofoperationsfunctionssincethelasttimewesurveyedpractitionersin2023.

Yes

91%

No

4%

thatorganization.”

“Adedicatedproductoperationsfunction(inabusinessofanysizeandmaturity)allowsproductmanagersandleaderstoreducetheircognitiveloadaroundhowproductteamsfunction.Withoutaproductoperationsfunction,allofyourproductmanagersandleadersnowhaveanadditionalproductthattheytakecareof:theproductoperatingmodelof

13

Aerospike

TopherFox,

DirectorofProductOperationsatAerospike

Yes

96%

No

9%

product-LedAlliance

Report2025

StateofProductOps

Thestructureofproductopsteams

“Thisisaclassicgrowingpainforhybridorenablingfunctions.Productopssitsatthe

intersectionofstrategy,execution,andcoordination,whichmeansitoftenoverlapswithotherfunctions—orinheritstheirgaps.Onecommonanti-patterniswhenproductopsover-indexesoncoordination,whichcanstarttoblurthelineswithprojectorprogrammanagement.Thedistinctionliesinintention:coordinationisoftenaboutriskreduction,whilecollaborationisaboutdrivinginnovation.Productopsthriveswhenitemphasizescollaborativesystemsthatsupportinnovation,notjustexecution.

Thekeytoavoidingconfusionisproactivecommunicationandstrongrelationships.Ifyou’redoinggoodworkbutnooneknowswhereyoufit,theproblemisn’tjustyourscope—it’syourstory.Makethevaluelegible,andtherolewillfollow.”

ClareHawthorne,

ProductOperationsandEngineeringLeader

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StateofProductOps

Thestructureofproductopsteams

ProductboardPerspective:

Themomentumbehindproductoperationscontinues—andforgoodreason.AsClaire

notes,itsitsattheintersectionofstrategy,execution,andcoordination,makingthefunctionessentialforbuildingexcellentproducts.AtProductboard,webelieveproductexcellence

comesdowntothreethings:

•Deepuserinsight:Teamsunderstandwhatuserstrulyneed—andwhy.

•Clearproductstrategy:Everyoneisalignedonwhatmattersmost.

•Acoherentroadmap:Theorganizationisunitedaroundasharedproductvision.

Productopshelpsmakethispossiblebyscalinginsights,aligningteams,andkeeping

roadmapsconnectedtostrategy.Inaworldofgrowingcomplexity,productopsisthesteadyforcethatkeepsteamsfocused,fast,andcustomer-driven.

Nowthatthefunctionhasreachedasteadyestablishmentphase,weexpecttoseearapidexpansion.

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Thestructureofproductopsteams

Productopsteamstructures

Next,weaskedrespondentstooutlinehowtheirproductopsfunctioniscurrentlystructured,providingfourclearcategoriesasoptions:(1)Dedicatedproductopsteams,(2)dedicatedindividuals,(3)productopsasasharedresponsibility,and(4)noproductopsfunction.

GlobalaverageUnitedStatesaverage

Currentstructure

47%

45%

4%

4%

52%

44%

0%

4%

DedicatedopsteamAsingleindividualNoopsfunction

Productopsasasharedresponsibilityacrossmultipleroles

ThatoverhalfofUSorganizationssurveyedhaveestablisheddedicatedopsteams

(comprisingmultiplemembers)suggeststhatAmericancompaniesare,atleasttosomeextent,aheadoftheirglobalcounterpartsinformalizingandscalingthefunction.

Thisalignswithbroaderindustrytrends,asUS-basedcompanies(particularlyinthetechandSaaSspaces)havebeenearlyadoptersofproductops,oftenintegratingthefunctioninto

theirgrowthstrategiesastheyscale.

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StateofProductOps

Thestructureofproductopsteams

“Businessesdonotneedproductopspeople,buttheydoneedtofocustheirtimeandenergyonproductops-thoughoftenthistranslatesintodedicatedpeopleorportionsofotherstaff’stime.Establishingthatformalfunctioncreatesanofficeforproblem

solvinginternally,drivingallcommunicationsandcollaborationstandards,datausage,improvement,efficiency,andalltheothercoretenantsofproductops.”

GrahamReed,

HeadofProductOperationsatHeliosXGroup

elios

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StateofProductOps

Productopsfunctionstructuresbyindustry

Industry

FinancialServices

Healthcare

Hospitality,Leisure,andTravel

46%

4%

Data,infrastructure,telecoms

50%

0%

ProfessionalServices

20%

0%

%ofcompanieswitha

dedicatedproductops

team(comprisingmultiplemembers)

44%

80%

46%

50%

80%

%ofcompanieswithadedicatedproductopsindividual

44%20%

%ofcompanieswith

productopsasasharedresponsibility

12%

0%

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Thestructureofproductopsteams

product-LedAlliance

Report2025

StateofProductOps

Thestructureofproductopsteams

Howdodedicatedproductopsfunctionsoperate?

Giventheprominenceofformalopsteamscomprisingmultiplemembers(particularlyin

industrieslikehealthcareandprofessionalservices)wewantedtopaycloserattentiontohowtheseteamsoperateinpractice.

Todothis,weaskedrespondentstooutlinewhethertheirfunctionwascentralized(i.e.workingacrossallproductteams),ordecentralized(i.e.embeddedwithinspecificproductteams).

Operatingarrangement

Dedicatedteams

Dedicatedindividuals

Centralized

76%

85%

Decentralized

0%

5%

Hybrid

24%

0%

Noformalarrangement

0%

9%

Forbothindividualsandteams,centralizationisthedominantoperatingmodel,reflectingadesireforconsistency,visibility,andefficiencyatscale–particularlyinregulatedor

operationallyintensiveenvironments.Intriguingly,hybridmodelsappeartobeemerginginmoreestablishedorganizations(withlargerproductopsfunctions).

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Thestructureofproductopsteams

product-LedAlliance

StateofProductOps

Althoughcentralizationisbyfarthemostprominentmodel,ithasitsdrawbacksaswellasitsadvantages.GrahamReedandClareHawthorneexplain:

“Thiscentralwayofworkingprovidesaholisticviewtostandardiseanddrive

interoperabilityforallteams,andthinkmoreabouthowbusinessesseetheproduct

division-asone,notasetofteams.Silosarefareasiertobreakdownfromtheoutsideandbestpractisescanbesharedeasily.”

GrahamReed,

HeadofProductOperationsatHeliosXGroup

lios

“Centralizationcomeswitharisk:tobeeffective,ProductOpsmustactivelyseekfeedbackfromtheirusersandstakeholders—justlikeanygoodproductfunctionwould.Embeddedteamsnaturallystayclosertotheirusers,makingfeedbackloopseasier.Inacentralizedmodel,it’scriticaltotakeextrastepstoavoidbuildinginanivorytower.”

ClareHawthorne,

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ProductOperationsandEngineeringLeader

product-LedAlliance

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StateofProductOps

Thestructureofproductopsteams

Productopsreportinglines

9%

0%

ChiefProductOfficerHead/Director/VPChiefOperatingOther

ProductManagementOfficer

Dedicatedteams

Dedicatedindividuals

29%

24%

48%

29%

24%

38%

Encouragingly,almosthalfofproductopsteamsreportintothemostseniorproductleader—oftentheChiefProductOfficer(CPO)ortheHead,VP,orDirectorofProduct—signalinggrowingrecognitionofthefunctionasastrategicenablercloselyalignedwithtop-levelpriorities.Titlesmayvarydependingoncompanysizeandstructure,butthetrendisclear:ProductOpsis

increasinglyembeddedwithinthehighestlevelsofproductleadership.

Eveninleanerorganizationswithjustasingleproductopsindividual,acumulative67%reportdirectlytoproductleadership.Thissuggeststhat,regardlessofscale,companiesseevalueintightlyintegratingproductopswiththecoreproductdecision-makingfunction.

However,what’sparticularlystrikinginthedataisthehighpercentageofproductopsfunctionsreportingintorolesoutsideofproduct.TheseincluderoleslikeChiefTechnologyOfficer,VPof

Engineering,andHeadofInfrastructure.Thisambiguitysuggeststhatproductopseitherstill

lacksaconsistent“home”insomeorganizations,orisseenasahighlycross-functionalrolethattouchesarangeofdepartmentsoutsideofproduct.

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Thestructureofproductopsteams

Thegrowthofproductopsteams

Productoperationsteamshaveremainedrelativelystableoverthepastyear,with62%ofrespondentsreportingnochangeinteamsize.

Growthisstilloccurring,however.Afifthoforganizationsreportedanincreaseinproductopsheadcount,with11%seeinggrowthofover50%.

Afurther19%oforganizationshaveexperiencedadeclineinheadcount.However,only2%ofbusinessessurveyedreportedasubstantial(+50%)reductioninteamsize.

62%11%9%16%2%

Decreased

(<50%)

Increased

(>50%)

Stayedthe

same

Decreased

(>50%)

Increased

(<50%)

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“Headcountshavedroppedintech,andwhereProductOpshassurvived,itisbeingtaskedwithenablingteamstodomorewithless,andsothemselvestheyareaskedtodomore

withoutinvestment.Theconcernwillbeifbusinessesbeginrapidgrowthagain(whichwehaveslowlystartedtoseeinthepast6months),thatProductOpsdoesnotscalewithit,

andduetothesheervolumeofwork,theapparenteffectivenessofProductOpsdrops.”

GrahamReed,

HeadofProductOperationsatHeliosXGroup

Helios

“Manyorganizationsstillseeproductopsasa“nice-to-have”ratherthanacore

function,especiallyduringtightereconomiccycles.Whenresourcesareconstrained,

rolesthatsitbetweenfunctionsoftengetdeprioritized—ironically,justwhenclarityandcoordinationareneededmost.Ialsothinkmanycompanieshaven’tyetfiguredout

howtomeasureorcommunicatetheROIofproductops,whichmakesitaneasytargetduringheadcountreviews.”

ChrisButler,

ProductOperationsManageratGithub

GitHub

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Thestructureofproductopsteams

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StateofProductOps

Thestructureofproductopsteams

Functiongrowthbyindustry

Whenwelookatfunctiongrowthbyindustry,wecanseesignificantvariations.

Respondentsfromdatainfrastructure&telecomsandprofessionalservicesfirmsreportedthestrongestgrowth,likelyreflectingtheincreasingrelianceondata-drivendecision-makingandoperationalefficiencyintheseindustries.

Financialservicesandhealthcare,ontheotherhand,presentamoremixedpicture,with

bothexpansionandcontractionoccurringoverthelast12months.Infinance,athirdof

Hospitality,

Leisure,travel

Data,

infrastructure,telecoms

Professionalservices

80%

50%

60%

0%

50%

40%

20%

0%

0%

organizationsreducedtheirheadcount,perhapsduetoeconomicpressuresorrestructuring,whilehealthcaresawboth20%growthand40%reductions,indicatinguneveninvestment.

Financial

services

Healthcare

Stayedthesame

55%

40%

Increased

12%

20%

Decreased

33%

40%

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Part3

Responsibilities

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StateofProductOps

Responsibilities

productopsfunctions?

Whataretheprimaryresponsibilitiesof

Togainaricherunderstandingofthenatureofproductoperationsin2025,weprovided

responsibilityoftheirable

respondentswithanumberofresponsibilitiestypicallyassociatedwiththerole,andaskedthemtoselectthosetheyconsideredtobeaprimaryfunction.Respondentswere

toselectmultipleoptions.

%ofrespondentswhoconsideritbetoacoreresponsibilityoftheirproductopsfunction

93%

90%

81%

58%

Cross-functionalalignmentandcollaboration

Processoptimizationandworkflowmanagement

Tool

andplatformadministration(e.g.,Jira,Aha!,ClickUp)

Customerfeedbackaggregationandprioritization

53%Onboardingandenablementforproductteams

47%Productdataandanalyticsreporting

Theresponsespointtoaclearconsensusonseveralresponsibilities,andadivergenceofopiniononothers.

Unsurprisingly,cross-functionalalignmentandprocessoptimizationachievednear-unanimityascoreresponsibilitiesofproductops.Thisalignsneatlywiththefunction’sfoundational

mandateofensuringproductteamsoperateefficiently,collaborateeffectively,andworkto

reducefrictioninworkflows.

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Responsibilities

Similarly,81%viewtoolandplatformadministrationasacoreresponsibility,reinforcingthe

ideathatproductopsplaysavitalroleinmanagingtheinfrastructurethatsupportsseamlessproductdevelopment.

However,thedataalsosuggeststhatthelinkbetweenproductopsandotherresponsibilitiesislessclear.Customerfeedbackaggregation(58%)andonboarding/enablementforproductteams(53%)havemixedadoption,likelydependingoncompanystructureandsize.

Evenmorestrikingly,lessthanhalf(47%)considerproductdataandanalyticsreportingacorefunctionofProductOps,despitethefunction’semphasisondata-drivendecision-making.Thislikelyindicatesthatinmanyorganizations–particularlylargeones–dataresponsibilitiesareownedbydedicatedanalyticsteamsratherthanProductOps.

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Whatarethekeyfocusesforsoloproduct

%ofsoloproductops

opsfunctions?

practitionerswhoconsiderittobeacoreresponsibility

86%Cross-functionalalignmentandcollaboration82%

74%Tool

Processoptimizationandworkflowmanagement

andplatformadministration(e.g.,Jira,Aha!,ClickUp)

CustomerfeedbackaggregationandprioritizationOnboardingandenablementforproductteams

Productdataandanalyticsreporting

52%

50%

41%

Whenisolatingsoloproductopspractitioners,weseeverylittlechangeintheoveralltrends.Amongbothteamandsolofunctions,there’sastrongconsensusthatcross-functionalalignment(86%)

andprocessoptimization(82%)arecoreresponsibilities.

Interestingly,thedropinownershipofresponsibilitieslikecustomerfeedbackaggregation(52%),onboarding(50%),andespeciallyproductdataandanalyticsreporting(41%)suggeststhatsolopractitionersoftenhavetoprioritizehigh-impact,cross-teaminitiativesandmaydelegateor

deprioritizeresponsibilitiesthatrequiredeepspecializationorsignificanttimeinvestment.

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Responsibilities

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Whatotherresponsibilitiesareproductopsfunctionstakingon?

“ITGovernance,PMO,Budget&VendorManagement”

“Quarterlyplanning,MBR&QBRreporting”

“GTM,ProjectManagement,andProgramManagement”

“Productdocumentation,releasemanagement”

“UserResearch”

“Pricingpolicy”

“ProductStrategy.LeadingtheProductandProductDesignTeams”

“Devopsandreleaseplanning”

“Roadmapplanning&AnnualPlanningalignment”

“CapEx,Governance&ITInternalControls,Hackathons”

“Documentationandinternalcommunications”

“Roadmapplanning&AnnualPlanningalignment”

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Responsibilities

Whatdoesthistellusabouttheevolutionofproductops?

Whenaskedtoidentifyadditionalresponsibilitiesthatarecentraltotheproductoperations

function,severalrespondentshighlightabroaderstrategicscopeforProductOpsthanwhat’stypicallyconsidered“core.”

Forexample,mentionsofproductstrategy,roadmapplanning,andannualplanningalignmentsuggestthatinsomeorganizations,productoperationsprofessionalsaresteppingintostrategicleadershiproles—supporting(orevenguiding)productdirection,ratherthanpurelyenabling

delivery.Thispointstoamaturingfunction,particularlyinenvironmentswhereproductopsiscloselyembeddedwithseniorproductleadership.

Similarly,anotableclusterofresponsibilitiesrevolvesaroundgovernance,planningrhythms,

andreporting—withreferencestoCapEx,ITgovernance,PMO,QBR/MBRreporting,andplanningcadences.Theseresponsesshowhowproductopsoftentakesontheorchestrationofkey

businessprocesses,actingastheconnectivetissuebetweenproductteamsandwiderorg

planningcycles.Thisoperationalbackboneofthefunctionisespeciallyimportantinlarger,ormoreregulated,companies.

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product-LedAlliance

Howisproductopsmeasured?

54%

37%

28%

Productteamsatisfactionscores

Cross-functionalcollaborationratingsthroughinternalsurveys

Time-to-marketfornewfeaturesor

productsmeasuredinweeks

16%

14%

5%

4%

2%

21%

CustomerretentionorchurnratesmeasuredbyNPS

RevenuegrowthtiedtoproductinitiativesBug/issuecount

Efficiency/timesaving

Internaladoption

Noformalmeasurement

Measuringtheimpactofproductoperationsremainsachallengeformanyteams.Infact,oneinfiverespondentssaytheyhavenoformalmethodinplaceforevaluatingthefunction’ssuccess.Thatsaid,progressisunderway—thenumberofcompanieswithoutaformalmeasurement

approachhasdroppedbyhalfsincewelastaskedthisquestionin2023.

Amongthosethatdotrackproductopsefficacy,thefocustendstobeonqualitative,team-centricmetrics.Morethanhalf(54%)useproductteamsatisfactionscores,while37