Use case - Thiga x Volvo

Context

Volvo Group is a global leader in transport and infrastructure solutions, known for engineering excellence and high-performance products. As the company accelerates its transformation toward electrification, decarbonization, and services, digital capabilities have become essential, not only to support the core business, but also to drive new business models, increase efficiency, and unlock value through innovation.

Historically, IT had been seen as a delivery function. To shift this perception and build a true product-led organization, Volvo launched a large-scale transformation program. A key lever of this shift: aligning the entire organization—business, product, and tech—around shared product management practices and an outcome-driven mindset.

Clarify roles and decision-making boundaries across teams

With multiple overlapping roles—Product Owner, Product Manager, Line Manager, Business Owner—confusion slowed decision-making and weakened accountability.

Upskill at scale, across varied levels of product maturity

Some teams were already familiar with agile and product practices; others worked in traditional waterfall setups. A one-size-fits-all approach wouldn’t work.

Build product muscle and mindset beyond the product teams

Key stakeholders—managers, leaders, tech, and business roles—needed to understand and support product ways of working, not just the product team.

Maintain engagement and momentum in a global, remote setup

Running a training program for over 1,000 people across continents and time zones required flexibility, continuous iteration, and thoughtful facilitation.

Tailored learning journeys for 1,000+ employees across 15 countries

We ran over 100 practical training sessions, adapted to each role—Product Managers, Product Owners, Line Managers, and Senior Leaders—using Volvo’s real-world challenges as a foundation.

Product maturity assessments to guide action

Every 10 weeks, teams assessed their maturity to identify gaps and prioritize improvements, thus translating their learning into measurable progress

250+ managers and leaders activated through dedicated tracks

Line Managers learned to coach and reinforce product thinking. Senior Leaders were equipped to define outcome-driven objectives and lead the transformation from the top.

Continuous iteration based on real-time feedback

Every session ended with structured feedback, enabling us to adapt content and formats continuously to maintain impact and engagement.

A scalable, resilient delivery model

We onboarded 12+ coaches, shared session playbooks, and ran regular dry runs to ensure consistent quality and seamless scaling across regions.

Tangible product capability gains

Over 50% of teams showed measurable improvement in delivery practices, such as backlog management, prioritization, and roadmap ownership, validated through recurring maturity assessments.

Clearer roles and stronger alignment

Improved clarity around PO, PM, and Line Manager roles enabled faster decisions, better accountability, and smoother cross-functional collaboration.

Shift toward outcome focus

Teams began measuring success through user value and business impact, moving beyond outputs and deadlines.

Leadership stepping up

Managers and leaders embraced their role as enablers, coaching teams, clarifying expectations, and fostering autonomy.

Manifesto AI

Upskilling at scale to become a product-led organization