Traditionally, corporate IT organizations didn’t see themselves developing, marking and selling software / digital products. Typically, they considered themselves supporters of an internal IT system that was difficult to understand and manage because it was mostly undocumented. In most cases, organizational responsibilities were unstructured and informal relationships rather than forward-looking planning were in place. All of this combined with communication problems between IT and the business units, which is the main source of dissatisfaction and broken relationship with internal customers. BRMs are well aware of these issues, as their mission is to re-build business relationships. On the other hand, the product-centric approach contributes to this goal. It also allows faster delivery of the most important capabilities needed and forces the organization to prioritize work because of funding constraints. Therefore, the willingness to understand and manage Corporate IT Organizations offerings as products and services has increased. For these organizations, it’s challenging to meet the increasing business expectations in terms of value, time-to-market and innovations. The product orientation has made IT organizations similar to software/digital products vendors, with the result that product management is accepted as a useful concept by the corporate IT organizations as well. The core elements of Product Management are the same for software/digital vendors and corporate IT organizations. However, priorities may differ.