I would not be surprised if most digital transformation initiatives in the future involve product (and service) management. Yet, literature about this subject is scarce. Product managers often work in isolation from the rest of the company, even if product management — which can be either the creation of a new product or, more often, the revamping of an existing one — involves multiple types of customers, business units, functionalities, capabilities, and sets of business strategies from an organization.
To make sense of this complexity, and to increase the odds of getting it right more rapidly and within budget, amalgamating business/enterprise architecture and product management is required. A tool like such as Customer Value Map as seen in Figure 1 below can help: