Product centric operating model transformation for a leading multi-national consumer goods company.

Situation

The client, a leading multi-national consumer goods company, was struggling with internal alignment and collaboration, resource optimization, and process inefficiencies, all of which were hindering their ability to achieve strategic goals and maximize the value of their investments.

Solution

Accelerated transformation to value-based delivery model in a hybrid delivery environment product and value stream definition and mapping:

• Lean portfolio management and OKR based performance measurement and reporting
• Lean-agile governance processes for better alignment, prioritization and flow of work
• Established product councils (QBR)
• Enterprise and product roadmap (rolling wave)
• Agile coaching and capability uplift (leadership + team)
• Scaled agile framework implementation
• Light-house approach

Value based delivery

• Improved visibility, traceability and transparency leading to better alignment between business and technology
• Improved time to market from improving release cycle from 3 months to 4 weeks
• Process optimization - reduced process overhead, optimized gating strategy (removed 13 out of 14 stage gates)
• Shared prioritization and planning with IT and business – reduced planning lead times from 3-4 weeks to 3-4 days