Problem:

• Low Design Team impact: the Design Team lacks business understanding and strategic impact.

What do we do?

• Join as Chief Design Officer.

• Audit (or build from scratch) your Design Team.

• Implement actions based on the audit to transform your Design Team.

Outcome:

• Your Design Team becomes a key stakeholder within the Product Team.

Note: elevating your Design Team to a strategic level requires service 3 or 5.

Problems

• Political frictions: politics replace outcome. Misalignments create waste.

What do we do?

• Join as Chief Design officer or Chief Design Operations Officer

• We use systems engineering and organisational design combined with user research to map the informal organisation. We embed with the working team, the amangement and the C-suite to understand all layers and perspectives through observation and interviews.

Outcome

• A clear understanding of the unwritten ways of working and habits, as well as the individuals who might hinder your organisation and any toxic profiles.

Problems:

• Unclear product direction: features stacking (feature factory). Weak product vision while competitors accelerate.

• Outgunned On Resources: competitors have deeper pockets. Inefficiency is no longer affordable.

What do we do?

• Join your organisation as Chief Design Officer or Chief Product officer

• Make an audit of your Product Operating Model

• Elevate Design Team at a strategic level

• Create or reinforce Product Marketing function collaborating with Chief Commercial Officer (if required)

• Implement the “Playmaker” role as replacement of the Product Manager role (if required)

Outcome:

• All Product development follows a clear “Why”, business case and user value.

• Your Product Team is able to vary short-term and long-term decisions, articulating its work around a North Star

Note: Might require Service 1 as pre-requisite.

Problems:

• Process Overload: frameworks and processes no longer serve the work. They become the work.

• AI-Amplified Inefficiency: AI makes teams faster, but it also magnifies existing organisational friction.

What do we do?

• Join as Chief Design Operations Officer.

• Audit your methods and frameworks through observation and discussion with your team.

• Co-design frameworks and methods with your team around the principle of keeping things to the minimum.

• Present the team's recommendations.

• Co-implement change with your teams as key actors.

Outcome:

• Operational efficiency improved.

• Readiness to implement AI as a tool.

• Frameworks and methods reduced to the minimum.

Note: Require Service 1.2 as pre-requisite.

Ambition:

• Become the reference in your sector (as Apple did at the iPhone launch)

Problem:

• Scaling The Organisation: the structure that worked early on is starting to break under scale.

What do we do?

• Join as Chief Design Officer.

• Audit your processes, roadmap and product disruption resilience.

• Make recommendations on process improvements covering short, medium and long term product vision.

• Implement the Process “Playbook” to enable your team to cover different horizons and stay ahead of the competition.

Outcome:

• Anticipated technology disruption.

• Brand known as reference of its sector.

Note: might require all services from 1.1 to 2.2

Ambition:

• Enable continuous organisational renewal.

Problem:

• Scaling The Organisation: the structure that worked early on is starting to break under scale.

What do we do?

• Join as Chief Design Officer or Chief Design Operations Officer.

• Create a team and project structure specifically dedicated for company self-renewal.

Outcome:

• Context change is anticipated.

• Company protected from complexification and political dynamics.

Note: might require all services from 1.1 to 3.