Transforming Retail Product Development: From Category-Led to Customer-Led
Major Australian Retailer
The Story
We are a business unit within a major Australian retailer responsible for developing and managing our own in-house and exclusive brand products. As we shift from a category-led to a customer-led business model, we are facing challenges that are holding us back. We are struggling to effectively manage portfolio additions and deletions while bringing the right products to market quickly. Prioritisation is often unclear, made worse by long product lifecycles. On top of this, we are finding it difficult to retain the best technical talent and provide them with strong career paths.
Our Approach
We worked with the client to design and implement new ways of working that enabled faster product delivery, clearer prioritisation, and stronger career pathways for technical talent.
- Redesigned portfolio management processes to handle additions and deletions more effectively and deliver products customers wanted to market quickly
- Introduced prioritisation frameworks to provide clarity and reduce delays caused by long product lifecycles
- Built stronger career development pathways to retain top technical talent
Results & Impact
Outcomes
The new operating model organised the business into 3 tribes to reduce silos and sharpen focus on customer centricity, 30+ squads to test and deliver new products in market faster for competitive advantage, and 5 practices to provide career paths for functional expertise and mastery that attract and retain the best talent.
Related Stories
Ready to talk?
Let's unpack your challenge and find the right approach.