Facing sector decline and innovation stagnation, global semiconductor firm realigns for more effective product cycle, promoting greater efficiency, growth, and product-market fit.
increase in early collaboration with ecosystem which drives alignment of product definition with customer needs
est. improvement on prioritization of resources
Increase in decision-making speed via centralization and reprioritization of resources and direct alignment with front-line teams
The rise of competition both domestically and internationally was making it harder for this large incumbent to compete and innovate. In transitioning to a data-centric model, the client faced challenges with their organizational size, structure, and management. The company had an opportunity to gain insights, particularly from an engineering perspective, from competitor growth and success.
The sector was under financial pressure, layoffs were happening, and leadership was focused on cost-cutting which made it difficult to think about innovation and future growth opportunities. In addition, the majority of the leadership team and R&D/design team had worked at the client for 20+ years and did not have a good pulse on what was happening externally.
We assessed and established a current state baseline with subject matter experts. Through this effort, we identified four areas where work matters:
We recommended splitting two major working groups apart and aligning the centers of expertise more closely to increase the speed of learning and pertinent inputs from external sources. We suggested a plan to infuse the early influence of key stakeholder/customer/ecosystem insights into the product definition and phase 1 engineering stage.
The client implemented an end-to-end focused program to realign incentives and ensure common objectives (stability vs innovation), and developed new innovation learning milestones to enhance product maturity earlier in the build cycle. We worked hand-in-hand with management to shift the organizational mindset from one of pure cost-cutting to one of increased operational efficiency and growth reprioritization.
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