Defining the Next-Generation Integrated Logistics
Leveraging Hypotheses driven innovation drives 30% of solutions and streamlines decision making
CONFIDENTIAL - Details only at an in-person presentation
The problem
Maersk launched its Integrator vision with integrated logistics solutions as the core of its 2030 strategy. This created an opportunity for teams to envision their future business and innovate on how to start and scale, with the added challenge of aligning across business units. The Transported by Maersk business created one team to tackle transportation solutions.
Role: Product Design Leader
Team: Evangelos, Luis, Joshua, Peter, Egil
Year: 2023-2024
Tasks: Customer research, Business innovation, Hypothesis-driven design, Cross-functional leadership, Product management, Strategy, Value proposition design, Stakeholder management
Results & Impact
Developed 3 MVP solution concepts, a hypothesis-driven framework for managing integrated solutions development, and outlined the long-term strategy for transportation solutions.
3
30%
MVP concepts validated
Solution types supported
5+
1
solutions onboarded to the framework
Business Innovation
CONFIDENTIAL - Details only at an in-person presentation
Key moments - trade offs
Resolving Strategic Conflicts
While the company strategy focused on integrated solutions for all customers, targeting small to medium customers - the most promising to adopt solutions - conflicted with short-term priorities, creating friction. To remove this tension, I designed 3 different solution concepts for qualitative research and online experiments testing willingness to pay, to provide early proof points that validated the potential value of the target groups.
Understanding What Matters Most
The team needed to understand which transportation services to include in solution designs, but regional differences in data quality and service scope, created uncertainty. I guided the team in setting up regional online experiments with quick solution concepts focused on evaluating offered services, capturing data about feasibility, viability, and identifying go-to-market outlook for each design and regional perspective.
Designing While Selling the Solution
Regional offices were already selling custom solutions manually, creating a landscape of existing, under-development, or new solution ideas that needed transparency and tracking to avoid scope and resource creep. I designed a hypothesis-driven decision & risk framework, scalable to any solution type and lifecycle stage, creating a common language and enabling evidence-based decision making.
Connecting to Company Strategy
Beyond immediate solution design and testing, a long-term strategy was needed to outline the broader value proposition and differentiation and connect to company strategy. To bridge the gap and engage senior leadership in dialogue, I developed strategic positioning using the Blue Ocean Strategy framework, visualizing a vision state and connecting the dots toward differentiated positioning.
Learnings
Creating Business Proof Points While Experimenting: To gain support and access resources, experiments needed to move fast from paper to customer hands within tight resource constraints, creating clear and substantial early proof points for senior stakeholders.
Integrated Thinking Needs Strategic Alignment: Strategic alignment across all organizational levels is essential to create space and mindset for daring and learning while delivering concrete business value when transforming siloed offerings into integrated solutions.