A product operating model changes how work is organised. Instead of temporary projects that disband once features ship, empowered product teams stay with a problem area and own the outcomes over time. Funding follows the team rather than a one-off project budget, and decisions move closer to the people talking to customers.
It touches structure, governance, funding, and culture together. A change to team topology without a change to how work is funded rarely holds. That is why the shift is treated as an operating-model redesign, not a reorganisation of reporting lines.