How do we completely rebrand what IT is going to do as we grow? Specifically how do we stop talking about IT as IT and transform into a product organization?

Many good answers and interesting ideas, not sure if I can add much. Lately, I have been somewhat disillusioned by rebranding and transformation/innovation efforts. I find that trying to stay radically relevant and focusing on delivering value takes care of most things.

Strategy/planning, communication, execution, results 🔁

This is a common problem especially for outside IT Providers - branded as MSP(s).   It is paramount to move IT from a cost center to an investment.   From a drain on the budget to a series of initiatives that enhance business process, servicing of customers, increasing capacity etc. 

Far too often, those of us in IT believe we are here to save the day and “own” the network as well.   Once we realize that our focus must be that of service to core business units we then begin to see how we can improve business process and delivery vs being a line item.

We strive to develop secure systems that align with initiatives that align with the goals of core business units.

I recently had this assignment with a customer. We rebranded Information Technology to Enterprise Innovation, a global business unit. We created a mission statement, strategy and operating plan, product offerings (both solutions and services) a marketing and communications plan that would be delivered to the organization (and to its customers). We allocated an operating budget, KPIS. Soup to nuts. Notably we also costed out the services for " consulting/ advisory" and an experimentation center. In short we created a new company within the company that technically could be spun off in future. The whole thing is now being prettified for presentation to the board for their approval.

BTW Ironically the only one not on board with the plan is the current CIO who I was told refused to lead their digital transformation initiative.

I believe the answer is actually hidden in the question. Becoming a “product organization” is really about doing just that. Rather than IT managing systems and BUs sponsoring the system, you adopt Product Management processes for your internal and external facing systems. Product Marketing is the research done within the business units by the Product Owner to determine needs and wants. Product Management is the work done within IT or the Business Unit to define/prioritize features and capabilities. Product Development works with Product Management to convert this into stories/requirements and develop against a release schedule, with changes at a pace that is as frequent as the Product Users desire while still feasible.