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DECATHLON & THIGA

Build and deploy a product-led operating model across digital & business teams to deliver better internal tools, faster
Product Operating Model
B2E Products
Retail
Table of content

Context

Within the Sport Products domain, Decathlon’s Digital Design team delivers solutions used by 6,000+ employees across the value chain from designers and model makers to engineers, production leaders, ecommerce and marketing teams.


This includes digital twins, PLM, 3D assets, laboratory testing digitization, CGI, and more.
Objective: improve time-to-deliver and user impact by aligning digital solutions with business needs and user value, while supporting a major PLM and process transformation.

Challenges
  • Difficulty delivering impactful digital solutions fast enough
  • Prioritization misaligned with user value
  • Too many parallel initiatives, not enough outcomes
  • Lack of structured operating model to support large-scale PLM and tooling transformation

Our approach

  • Assessment & mapping

    Immersion & interviews to understand pain points and map all capabilities (expertise, digital, org, services).

  • Target org design

    Co-created roles, responsibilities and collaboration principles across Digital and Business (Sports brands and Industrial processes teams).

  • Capability building

    Trained and coached 100+ people (PMs, Ops, Business Leaders) via OKRs, missions, rituals, and custom coaching.
  • Red 21

    Product rituals deployment

    Structured planning, alignment, retrospectives and sharing sessions across groups.
  • Red 15

    Pilots & experimentation

    Launched two initial test areas (Asset Management and PDM), then scaled to a full product organisation with two Group PMs and cross-functional product teams.
  • Red 09

    Change roadmap

    Built a deployment plan to scale the product mindset across the organisation.

Our impact
  • 2 product teams launched on priority scopes with clear roles and outcome focus
  •  More than 100 people trained or coached across digital, sports and industrial processes
  •  Product rituals operational across product groups
  • Tangible acceleration of delivery and alignment with PLM transformation roadmap

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