Delivery capability increased tenfold, measured through the DORA software-delivery metrics in use.
Transformation Case · bonprix (Otto Group)
From Projects to Product Teams with End-to-End Accountability
In short
The online business had become the primary channel across more than 20 markets. The organisation behind it was still strongly structured around projects and functions. I evolved it into a product organisation with clear end-to-end accountability. Priorities became more closely aligned with customer value and business impact, and new capabilities reached customers significantly faster.
01 · Context
Starting point
The e-commerce organisation was structured by function and worked through projects. Requirements arrived simultaneously from many business areas. Multiple initiatives depended on the same central platform components. Prioritisation became a constant conflict, and the path from idea to customer was long. Friction and silo thinking emerged between functions.
02 · Transformation
What we changed
-
Teams organised around products and customer value.
Established clear product accountability across Product Management, Engineering, UX and the required domain capabilities.
-
Reduced technical dependencies to match the product organisation.
Evolved the platform and accountability boundaries so teams could deliver more independently.
-
Clearly separated strategy, portfolio and product decisions.
Strategic objectives set the direction. The portfolio was prioritised regularly. The accountable teams decided how to achieve a product objective.
-
Established different decision cadences.
Strategy remained stable for longer while the portfolio was reprioritised quarterly. OKRs and Flight Levels made visible what was being worked on and what had to wait. Many objectives were deliberately cross-functional.
-
Prioritised against explicit criteria.
Initiatives were shaped together with the Product Owners. Impact and effort were assessed before they entered planning.
03 · Impact
Outcome
Decisions were made closer to the relevant expertise and significantly faster.
Friction between functions and silo thinking were reduced.
The impact did not come from a single engineering measure, but from the interplay of product boundaries, decision rights, prioritisation and reduced technical dependencies.
04 · Principles
What I take from it
Recurring prioritisation conflicts often reveal a weakness in organisational structure or architecture. Sorting the queue more efficiently does not resolve it.
The business defines the outcome and priority. The team decides how to achieve it.
A stable strategy can support a dynamic portfolio.
Scarce capacity inevitably makes prioritisation contentious. Transparent criteria and regular dialogue make the decisions understandable.
05 · Relevance
Why it matters today
The same logic applies wherever Marketing, Sales, Retail, Product and Technology compete for the same scarce capacity and digital development must be prioritised across functional boundaries.
Back to Practice & Proof