There’s been a noticeable shift in how product organizations talk about themselves over the past few years. “Product Operating Model” has become the language of choice. It shows up in transformation decks, org design discussions, and leadership offsites. It sounds substantial. Systemic. Thoughtful. In many cases, it is. A Product Operating Model is meant to answer a hard, necessary question: how do we actually build products here? Not in theory, not in a framework diagram—but