Organisational design & organisational development
We ensure that strategy and organisational environment go hand in hand in the best possible way. Together, we create the right design, pilot it and roll it out. During regular operations, we support you in fine-tuning the design.
In the spotlight: Working on horizontal coordination processes & divisional strategies
Project:
Challenge
Professionalisation of product owners at a software company
approx. 1,000 employees
A leading software company was facing a key problem: the speed of software development was too slow and many features did not meet the actual needs of customers. An in-depth analysis showed that the product owners were acting as a critical success factor in the development process, but were being held back by inefficient coordination, an excessive operational workload and a lack of strategic direction:
- Inadequate horizontal coordination processes
- Too many operational tasks that prevented a focus on strategic issues
- Lack of clear interaction between customer needs and development processes
Goal
The professionalisation of product owners through:
- Improved horizontal coordination, especially for critical dependencies
- Establishment of strategic portfolio management
- Product owners can set up high-quality product strategies & productive coordination processes themselves
measures
After a comprehensive survey of the problem with management, the following steps were implemented:
- Shadowing the product owners and the development process:
- Analysis of day-to-day business to identify operational bottlenecks and strategic weaknesses
- Development of product-specific strategies:
- Sparring with product owners to create and implement their own product strategy
- Teaching best practices for strategy development, which can also be used independently in the future
- Redesigning horizontal cooperation:
- Setting up a new operating model for coordination between product owners
- Revision of the responsibility matrix to clarify decision-making processes
- Delegation and discharge
- Identify non-value-adding tasks and reduce meeting load
- Regular check-ins to ensure successful delegation
- Moderation of the first ten rounds of voting:
- Supporting the product owner community to implement effective meeting criteria
- Change in incentive:
- Transition from output-oriented to outcome-oriented key figures that take customer benefits more into account
Results
The measures led to noticeable improvements:
- +40% perceived effectiveness of product owners from an internal and external perspective
.png)
- +50% better coordination of critical dependencies and priorities
- Acceleration of development processes and improvement of product development through a targeted combination of strategic sparring, operational relief and reorganisation of collaboration
.png)
Time spent by those involved:
.png)
Other projects in which we support changes for companies
