Startup re-aligned on product vision and renew its innovative edge after scaling up

A growing startup loosing focus on product strategy and delivery

• Located in Jakarta, 50 actors among several development teams, 1 market team, 3 managers

• Many features mismatch with users expressed interest or business focus after delivery

• Mix and match bag of online services, disparate look & feel, due to lack of coordinated product approach

• Local culture of conflict avoidance prevents raising problems and nurture hidden conflicts

• Agile practices, first introduced by an internal Agile enthousiast, need an expert to raise the bar and straighten up several practices as the business scales up

• Most profiles are young (under 30), most product owners and Scrum Masters are new to the role and untrained

Approach – organisation aligned on a product vision + coach performance driven behaviors

1. Align CxO & Product Owners on a shared product vision

• Product workshop : 2 days offsite to reframe product vision, targetted users, user experience, story map and roadmap

• Coach Product Owners with attention to leadership posture toward their team

2. Setup entreprise-wide product ownership through LeSS oriented organisation and practices

• Shift organisation toward Feature Teams & Chapters

• Multi-team backlog setup and associated rituals

• Scaled agile estimates & planning

3. Inspire performance driven behaviors in teams

• Coach Scrum Masters as Agile Facilitators

• Use retrospective as a safe space to explore radical candor-type behaviors (caring disagreement, assertive reformulation, personal feedbacks, …)

• Use PDCA to seek improvement opportunities (collective problem analysis, decision follow up)

• Unleash visual management (walls as information radiator)

• Review and improve Agile rituals

A renewed sense of purpose brings a new forward momentum within 2 months

• ⅓ of features were de-prioritized, several team effort redirected toward more disruptive features, bringing more innovation edge

• Taking advantage of this capability, the company entered two new target markets to solidify growth

• Following the work on product vision, CEO led a brainstorm on the entreprise mission and day to day emphasizing on the enterprise culture

• Staff turnover went from standard to none for the next six month, while still scaling up

• Several young profiles stepped up and asked for more involvment in the organisation

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