Challenge & Context

A leading shipping association approached us to increase adoption of their digital products and clarify the value they deliver to their members. Despite strong industry expertise and high-quality product concepts, the organisation struggled with inconsistent messaging, fragmented ways of working and a lack of shared vision among employees.

Their challenge was twofold. They needed a clear, unified operating model that would align teams around product value, and they required a transformation approach capable of shifting behaviours, roles and decision-making across the organisation. To move forward, they needed a way to translate complex industry needs into a structured, product-driven way of working that could scale.

Our Approach

We began with a deep analysis of the shipping industry, including market trends, operational complexities and the competitive landscape. We also examined multiple organisational blueprints and conducted in-depth interviews with key stakeholders across the association. This revealed the underlying needs behind their question, the structural barriers preventing product adoption and the cultural factors affecting alignment.

This phase created shared awareness and established the foundation for a transformation rooted in customer value and industry-wide collaboration.

Through a series of workshops, we introduced teams and senior stakeholders to the principles of a product-driven organisation. We clarified what this shift would mean for their roles, responsibilities, governance and customer engagement.

By making the implications visible and tangible, we enabled employees to understand how the new operating model would improve clarity, decision-making and collaboration. These sessions created buy-in, reduced resistance and fostered a shared vision of what future success should look like.

Together with key stakeholders, we designed the new operating model. We re-engineered critical business processes, clarified ownership structures and defined the capabilities required to successfully operate as a product-driven organisation.

This model established clear value streams, transparent decision frameworks and practical mechanisms to prioritise product development based on member needs and measurable impact.
We then developed a detailed implementation plan supported across all relevant teams, ensuring that the transformation could be executed with discipline and direction.

Impact

The organisation is now transitioning toward a fully product-driven way of working. Teams have clearer ownership, leadership has greater visibility into value creation and product development is increasingly aligned with real customer needs.

With the new operating model in place and the implementation roadmap guiding execution, the association is becoming more scalable, more responsive and better positioned to deliver the digital products that will shape the future of the shipping industry.