Over nearly two years, we worked closely with Ørsted’s Operations Team to enhance their product management approach, aligning it more closely with the company’s strategic goals. This involved addressing immediate operational issues and laying the foundation for sustained innovation and growth. This case study demonstrates the significant impact that interim product management can have on large-scale operational teams.
As Ørsted expanded in the offshore wind power sector, their offshore operations team grappled with an outdated product management approach. This structure struggled to ensure timely and relevant product deliveries to wind farms.
We partnered with Ørsted, a leading offshore wind power plant operator, to create a comprehensive digital product catalog that streamlines their operations and enhances their service offerings.
As part of this incredible growth journey the offshore operations team needed to restructure their product management organisation to ensure the delivery of relevant products.
As Ørsted expanded in the offshore wind power sector, their offshore operations team grappled with an outdated product management structure. This structure struggled to ensure timely and relevant product deliveries to wind farms.
The team needed to not only streamline product management but also define and strategize their offerings.
Additionally, aligning organizational dependencies and implementing lean portfolio management became imperative to enhance their services and maintain operational efficiency.
We helped streamline operations
We helped enhance their offerings
We developed a more focused strategy
We streamlined collaboration between ARTs / Departments.
In the early days at Ørsted, documentation and collaboration were lacking. There was a need for a more structured approach, one that enabled every team member to understand how their work fit into the larger picture.
At Ørsted the Operation’s Team has close proximity to the customer while other teams work further down the value chain. There existed a need for increased alignment and communication between different teams, especially between Operations and IT. To do this we established internal Service Level Agreements (SLAs) to formalize inter-team collaborations. We also enhanced vendor management for both internal and external vendors to streamline operations for the wind farms. We also developed a clear strategy and roadmap for vendors, including scheduled touchpoints for strategy alignment. In the end, we left Ørsted with a much clearer idea of each team’s end-to-end responsibilities for each service or product.
We leveraged AI to free up time for strategy.
We addressed the challenge of busy product owners, who were overwhelmed by the sheer number of tasks they had to manage. They were swamped with numerous responsibilities, from overseeing feature development to ensuring effective team collaboration. We leveraged ChatGPT to revolutionize their documentation process. By streamlining the documentation process, we freed up their time, allowing them to focus more on strategy and less on administrative tasks.
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We enhanced roadmapping capabilities and goal communication across teams.
Over the course of our work with Ørsted, we realized that we needed to simplify the feedback process to enhance strategy from stakeholders and wind farm owners. We wanted to align internal roadmaps not only to produce better products, but also to improve relationships with vendors.
We assisted Ørsted in developing clear, strategic roadmaps that aligned with their business goals and customer needs. Our focus was on ensuring these roadmaps were understandable to all stakeholders, regardless of their technical expertise. By clarifying the connection between short-term actions and long-term objectives, we helped Ørsted communicate more effectively with their teams and partners. The improved roadmaps facilitated better decision-making and prioritization, enabling Ørsted to allocate resources more efficiently and respond more quickly to market changes.
The culmination of our efforts at Ørsted was markedly visible in their enhanced product offerings and improved sales strategies. Our intervention led to the creation of a streamlined product portfolio, which significantly improved how Ørsted presented their services to wind farm owners.
By leveraging ChatGPT for document refinement, we transformed technical jargon into accessible, sales-friendly language. This not only made the catalog more relatable to non-technical stakeholders but also empowered Ørsted’s engineers, who were highly skilled but not traditionally sales-oriented.
The new product catalog bridged Ørsted’s advanced engineering capabilities with market needs. It facilitated clearer communication with potential clients, showcasing the tangible benefits of their offerings in a language that resonated with them.
The feedback from Ørsted and their clients was overwhelmingly positive. The clarity and effectiveness of the new sales materials led to better customer understanding and engagement, ultimately contributing to an uptick in sales and customer satisfaction.
