Build and deploy a product-led operating model across digital & business teams to deliver better internal tools, faster
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
Product rituals deployment
Structured planning, alignment, retrospectives and sharing sessions across groups
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
Change roadmap
Built a deployment plan to scale the product mindset across the organisation
Impact
2 product teams launched on priority scopes with clear roles and outcome focus
>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
Thiga
The newsletter with real impact