The Challenge

# Process Variability Across Business Units Slowed Delivery in a Product-Led Shift

After successfully partnering with Propeller to standardize and modernize a core set of strategically important roles within their product and technology organization, a Fortune 500 technology company identified a new challenge. While the initial project resolved inconsistencies in roles, it exposed deeper issues within the organization’s operating model.

Variations in processes and workflows across different business units led to confusion, operational inefficiencies, and slowed production. These inefficiencies became particularly apparent as the company shifted towards a product-led strategy under new senior leadership with differing perspectives on ways of working. To sustain operational excellence and speed up delivery, the company required a unified operating model.

Our Approach

# Opportunity Analysis and a Phased Activation Plan to Align Ways of Working

Propeller took a customized, collaborative approach to address these challenges. Working closely with the CTO leadership, we conducted a comprehensive opportunity analysis to assess how different business units were functioning and identify variability in processes.

We partnered with subject matter experts to co-create recommendations for a future operating model aligned with the client’s product-led organizational strategy. To facilitate implementation, we developed a phased activation plan, allowing for piloting across the organization, and provided a change management strategy that included impact assessment, key messaging, and functional integration plans.

# Services Provided

  • Actionable Recommendations​
  • Agile Transformation​
  • Change Management Strategy
  • IT Organization Design + Operating Model​
  • Ways of Working​

Value Delivered

# A CTO Organization Ready to Adopt a Unified Operating Model at Scale

Propeller’s work resulted in a fully prepared CTO organization—impacting 15,000 employees—and ready to adopt new ways of working that supported the product-led organizational strategy.

The approach ensured expectations were aligned with industry best practices while honoring the client’s unique operational and cultural norms. By implementing a phased activation plan, the organization managed the changes without disrupting other commitments, while the change strategy ensured seamless integration of new processes.