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2022 — 2023Software

Product orientation for B2B software.

Complex B2B software only scales in an agile product organisation. A stable technical core and flexible solution variants make a product marketable in a client-centred way.

The question

How does a B2B software product scale when it needs a stable core but at the same time must respond flexibly to individual client requirements?

Our answer

We transformed a heavily development-driven, hierarchical organisation into a product-oriented, agile organisation. To do so, we decomposed the product technically into components that are as independent as possible and formed agile teams around them with a high degree of functional and technical freedom. For each customer solution we installed product managers, whose requirements are steered through a central product management function and a shared backlog. That way, the requirement with the highest overall value is always implemented first, and dependencies can be managed cleanly.

What we delivered

01 — COMPONENT DECOMPOSITION

Product split into independent building blocks.

Technical core and modules cut in such a way that agile teams can work autonomously.

02 — PRODUCT MANAGEMENT PER SOLUTION

Requirements flow into the centre in a structured way.

Product managers per customer solution channel requirements towards central product management.

03 — CENTRAL BACKLOG

Prioritisation by overall value.

A shared backlog ensures that the highest overall value is delivered first and dependencies remain manageable.

What it achieved

  1. A product-oriented, agile organisation instead of a development-driven hierarchy.
  2. A stable, scalable technical core combined with flexibility for individual client requirements.
  3. One core product, marketable in different solution variants.
  4. Requirements flow directly from the client to the product teams, with a focus on effectiveness and customer centricity.

We used to be very development-driven. With digetiers we were able to introduce end-to-end product orientation across the organisation. As a result we immediately became faster and more effective, and we laid the foundation for further growth.

Chief Operating Officer (company confidential)
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