Werk 03 — who carries it
Product is where a strategy becomes a decision about what exists. The werk covers the discovery that finds the right thing, the management that sequences it, and the design system that stops ten teams from inventing the same button.
The offer
A product organisation that decides what to build on evidence — discovery that kills bad ideas early, a design system that keeps the experience coherent, and analytics that close the loop.
Opportunity solution trees, customer research, and a prioritised bet portfolio with the assumptions each bet rests on.
Journey redesign across channels, prototypes tested with real users, and the accessibility standard written into the definition of done.
Tokens, components and governance so a brand stays coherent across teams, plus the rituals that keep product and design in step.
Instrumentation plan, funnel and cohort reporting, SEO and conversion work tied to a revenue metric.
Validated problem, prototype, business case and build plan.
Portfolio arbitration, discovery coaching, hiring the product line.
The product organisation run, the roadmap shipped.
State of the proof
Experiences that prove it
Sub-capabilities and evidence
Publishable figures
Questions
- What does the collective bring to a stalled product?
- A reframing before a rebuild. At EBP Informatique a stalled EUR 1M-a-year SaaS bet was reframed onto a EUR 2M economic base, and a design system was unified across more than ten product lines — rather than launching another initiative beside the ones already there.
- How is discovery run when the audience is not a user base?
- By putting the real audience in the room. The Louvre Abu Dhabi mobile application was framed in a design sprint with 20 participants and structured around a three-phase visitor journey — before, during and after the visit — because a museum's product question is a visit question, not a screen question.
- What does a first full product cycle look like?
- Spoticar was the first end-to-end product cycle ever implemented at Groupe PSA: a used-vehicle marketplace carried from framing to market as one continuous mandate. The deliverable was not the marketplace alone but the proof that the cycle could be run at all inside that organization.
- Where does product stop and design operations begin?
- Where one product becomes ten. At Opella the answer was to make design a governance function across a ten-brand ecosystem, which is an operating-model decision that happens to be made by product people.