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GROUPE MUTUEL & THIGA

Turning a Self-Care Platform into a Model for Product Excellence
Organization maturity Assessment
Delivery & Impact Acceleration
Insurance
GM Agence Lausanne Rasude-1
Table of content

Context

At the end of 2024, Groupe Mutuel, one of Switzerland’s leading insurance providers, initiated a transformation of its digital operations.
The company wanted to modernize how it built and delivered its digital services, moving away from a project-based structure toward a product and customer-journey operating model.

Facing fragmented ownership between IT and business, slow decision cycles, and limited alignment on digital priorities, the leadership team asked Thiga to help them strengthen their product practices and improve collaboration across business, design, and technology. They selected their self-service team as a pilot to serve as proof of value for new, product-led ways of working across the organization.

Challenges

Despite a solid IT foundation and a strong ambition for digital, the organization faced recurring obstacles:

  • Fragmented decision-making between business and IT, with blurred ownership.
  • Delivery organized by project budgets rather than customer or product outcomes.
  • Low visibility on performance : few shared KPIs or success measures.
  • Siloed teams,duplicated roles and inconsistent ways of working, leading to inefficiencies.
Thiga’s mission was to help Groupe Mutuel test, prove, and scale a new model, one that could empower teams, clarify objectives, and accelerate delivery while keeping a strong customer focus.

Our approach
  • Red 16

    Assessed Product Maturity

    Conducted a comprehensive audit of the pilot team across nine product excellence pillars through interviews with directors, leaders, and team members, establishing a clear maturity baseline.
  • Square - Red 20

    Identified Improvement Streams & Pilot Objectives

    Defined five key improvement streams and translated them into concrete objectives for the six-month pilot.
  • Square - Red 28

    Simplified Roles & Decision Rights

    Assessed candidates for Product Manager role, clarified team responsibilities and decision-making through a streamlined RACI, reducing overlaps and accelerating alignment between business, tech, and design.
  • Square - Red 30

    Set Common Objectives for All Team Members

    Aligned every contributor around shared goals combining product outcomes, technical delivery, and collaboration behaviors, fostering true cross-functional accountability.
  • Red 26

    Individual Coaching

    Provided targeted coaching for the Product Manager, Designer, and Data Analyst to strengthen ownership, prioritization, and value-driven decision-making.
  • Square - Red 29

    Upskilling & Tooling on Discovery and Measurement

    Enhanced team capabilities and tooling on user discovery, experimentation, and performance tracking, embedding data-informed practices in daily work.
  • Red 05

    Steering with Leadership Team

    Collaborated closely with sponsors and directors through structured steering rituals, ensuring visibility, support, and alignment at every milestone of the pilot.
  • Square - Red 04

    Acculturation

    Delivered awareness and learning sessions for executives, business leaders, and the Product Owner community to spread a shared product mindset across the organization.

Our impact

Clear Product Vision and Objectives

The Pilot team now shares a written, measurable vision and three aligned objectives, adoption, usage, and autonomy, creating a unified direction across business, design, and tech.

Stronger Cross-Functional Collaboration and Engagement

Simplified roles, shared objectives, and targeted coaching improved collaboration and ownership, raising team engagement (4.4/5) and eNPS (+50) while strengthening individual accountability.

Faster Delivery Cycle

Lead time per feature dropped below three months thanks to integrated discovery and delivery sprints, structured roadmap reviews, and transparent prioritization.

Data-Informed Mindset

Key Results, early dashboards, and new measurement rituals enabled the team to steer decisions based on outcomes and tangible business impact.

Leadership Alignment on Product Practices

Regular steering sessions and alignment workshops helped executives and sponsors adopt a shared understanding of product ways of working and governance principles.

Foundations for Scaling the Model

The pilot established a proven reference for product excellence, offering a replicable model for upcoming digital teams such as Web and Chatbot.

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