As interim Head of Product Management for a market-leading transport and logistics company, the expert was responsible for leading and developing 11 managers in Product and Project Management (PMO) Legal and Funding.
Her main tasks included strategic long-term planning for all products in the business area as well as program and project management in product, market and business area development. The core of the services are sharing models, e.g. for cars and e-bikes, as well as their mediation via corresponding platforms.
In particular, three parallel processes shaped the task:
- There were conflicts in the organization between digital and traditional business models regarding priorities and resources.
- A working model for lean-agile product development (Scaled Agile Framework, SAFe®) was to be introduced, which required significant adjustments to the organizational and operational structure.
- In addition, a new broker structure for mapping all business processes in the procurement and operation of alternative mobility services was to be created. A corresponding, complex MVP (minimum viable product) had to be formulated and implemented alongside the current, time-critical project business.
Alternative target groups and scenarios developed in strategy workshops
With regard to the strategic orientation of the platform-based business models, the interim manager worked with product management and business development to develop alternative target groups and scenarios in strategy workshops. She used tools such as customer analyses and use cases, value proposition design, customer journey mapping, personas and business canvas.
Transformations initiated for the introduction of Scaled Agile Framework
The expert initiated transformations for the introduction of SAFe®/Scaled Agile Framework. She developed new processes in requirements elicitation and requirements management. In addition, committees and functions and their decision-making powers were adapted.
Product management is now installed as a central control unit. In addition to the new integration into the organization, this also included the development of the team itself. Among other things, the interim manager contributed to this with fit-gap analyses, target development for competence and mandate as well as interface and stakeholder management. To build the central backlog, requirements were prepared in features and the strategic guidelines for prioritizing and planning the releases were coordinated, which doubled due to the various measures.
In collaboration between IT, product and project management and all business units, all existing business components and processes, all functions and value streams were systematically recorded and prepared for the MVP.
