Cultivating customer centered product development during enterprise transformation

Role: Customer research, Service Design, UX Design, Business Model design

The Ocean Product Team at Maersk was in its early stages during a broader transformation. Experienced trade managers were shifting focus to products and needed to navigate a new enterprise development framework, but there was a gap.

The team needed a systematic way to optimize product development, reduce technology requirement overlaps, advocate for product improvements with one voice, and track the product portfolio systematically. All of this had to work within the new enterprise development framework that product managers weren't familiar with, leading to high workload spikes at specific deadline periods.

Connecting team needs with the enterprise framework to maximise engagement

Working with Product leadership and other stakeholders, I created a tailored development framework that combined Design Thinking, Lean, and Agile principles while creating transparency and live feedback loops. I interviewed product managers to understand their difficulties with the current process and analyzed how different business priorities worked together.

To support the team's need for continuous customer-centered development skills, the framework integrated research and customer feedback at every stage. It also suggested a new product-focused structure to emphasize portfolio management and development while breaking down team silos.

1

Simplified Framework

5

Product teams

25%

Workload reduction

5%

Requirement Overlaps

Building on simplicity, onboarding and results made easy

The framework clearly connected to the enterprise development process with defined actions and outputs, simplifying the process for new product managers. We anticipated a 25% reduction in time commitment just before deliverable deadlines by distributing workload more evenly throughout the development cycle.

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