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SUEZ & THIGA

Product organization for hybrid Hardware & Software systems
Product Operating Model
Value Driven Governance
Energy
Table of content

Context

Suez Smart Metering develops the On’connect offering, addressing the complete remote metering value chain, from the meter to services, including meter installation, data collection and analysis, and value-added services with the dual objective of optimizing the value of remote reading and preserving resources. Smart metering teams are fragmented between infrastructure, hardware engineering, software engineering, and business operations. They face a double challenge of improving the delivery (reducing the time to market with a more efficient collaboration model) and capturing more business value in order to manage an international expansion.

The objective is to design and implement a product operating model, with an efficient hardware x software collaboration model.

Challenges
  • Lack of a clear product definition, which complicates understanding the challenges and defining shared objectives.

  • Complex legacy systems with strong interdependencies and quality issues.

  • Siloed legacy organization. Backlog coordination is complex, inefficient, and disrupts the delivery flow of teams.

  • No product team. The organization operates primarily in response to customer requests for proposals.

  • An emerging Digital Factory for the group, requiring a contribution to the overall model while ensuring strategic alignment.

Our approach

  • Clarification of the On’connect value chain and product scope

    Conducting workshops with functional and technical experts, and the architecture team, to document key offerings for clients and contributing teams at each stage.

  • Organizational design leveraging the On Connect system team, Hardware, software, and analytic services component teams, and platform teams ( infrastructure management and shared applicative sub systems)

    Defining organizational scenarios based on the Team Topology methodology, facilitating a convergence workshop towards the target model, supported by a cross-functional integration team for the overall offering, and the hardware and software component teams.

  • Setup of a @scale governance model for the Product strategy, discovery, and Delivery (PI planning)

    Defining product governance bodies (from strategy to continuous improvement) and facilitating PI planning rituals.
  • Red 25

    Organizational kick off and Coaching of Product Managers

    Sizing and staffing the organization. Communication support and satisfaction survey

Our impact
  • Product team hired, organized (at system level and components levels), and coached
  • Strategic roadmap defined and shared
  • Delivery coordination up & running accross quarterly PI ceremonies
  • Product quality management strengthened with the distribution of QA roles
  • Continuous discovery started
We recognize the benefits of the new organizational model, brining more clarity and efficiency, for the delivery of value to our customers, and for employees as well.
©Photo de LinkedIn Sales Solutions sur Unsplash
David Racher Smart Water + Smart City Business Line VP @ Suez Digital Solutions

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