From output-driven backlog to value-oriented product development

AEB is a leading provider of software and services for foreign trade and supply chain management. We have been working with AEB on user-centered solutions since 2015. We guided AEB towards a new product development process based on our long-standing partnership and deep understanding of strategic product development.

Shifting from output to outcome

At the outset, we identified where established roles and processes hindered achieving the set goals.

The core of the transformation turned out to be a rethinking of the product roadmap: instead of primarily measuring output in terms of new features, prioritization is now based on the actual value generated for users – the outcome. The idea is that users appreciate new features when they offer noticeable added value. The company becomes more effective because development resources are allocated to the path critical to success. This way of working combines user centricity with a focus on the company's business goals.

This new approach means change: We had the privilege of accompanying the enthusiastic product team as they gradually grew into their new roles and processes and adapted the toolset to the new requirements.

Sebastian Rothe, Product Owner

„The Product Operating Model has helped us align our product strategy even more closely with actual customer needs. It unfolds its strengths when prioritizing innovations: we deploy new developments specifically where they solve our customers' most important problems. With the introduction of the new role of Product Designer, we have also been able to significantly enhance the user experience.”

Measurable results for customers and business

The new mode of working based on the Product Operating Model enables AEB to respond much more quickly to changes in the market. The company knows precisely which features generate real value for customers while also addressing specific business needs. This clarity builds trust among customers and enables informed product decisions. The development roadmap can be adjusted quickly without losing sight of the strategic direction. This flexibility is a decisive competitive advantage in today's software industry.

Methodology: Guidance through transformation

Our approach at AEB followed a proven, multi-stage approach. First, we presented the Product Operating Model and actively supported the team in transitioning to this new way of working. The focus was not purely on transferring knowledge but on practical application and integration into everyday work:

• In workshops, we developed the product strategy to embody user goals and business objectives optimally. And we developed compelling arguments to successfully position these within the company. This strategic foundation was crucial for the sustainable success of the transformation.
• We supported individual stakeholders in their personal transformation through one-on-one sessions. Product managers, tech leads, and product designers received individually tailored support that considered their specific roles and challenges.
• Development of new processes and working methods. For example, we replaced static requirement documents with dynamic tools and supported the team in consistently implementing these new working methods.

Today, AEB operates according to the Product Operating Model, which enables the team to create sustainable customer value. The transformation shows that successful change does not come about by replacing tools but by consistently realigning the entire way of working to focus on the outcome.