The business of most organizations is all about products. The product could be a packaged software, a chemical or pharmaceutical active ingredient, an automotive component or a banking product. What ultimately determines success or failure of the organization is its portfolio of products.
Instead of focusing on products, few organizations end up with frequent and costly restructuring exercises, chipping and chopping departments, moving product responsibilities from one to the other. Few others end up forming entities like the Project or Program Management Office in the hope that it will improve efficiencies.