When Abby Knowles stepped in to lead Verizon’s software engineering product model transformation, the leadership transition could have derailed the initiative.
“The leader before me was very passionate, and here was I – a new leader. I had no software development experience,” she shared.
While Abby possessed strong senior leadership credentials and engineering expertise, product operating models were new territory for her.
The turning point came when she learned how a different division at Verizon used a product-centric model to build the company’s 4G and 5G networks – both recognized as landmark achievements in telecom.
“So, I became a believer [in the product model transformation] very quickly, and I think we were really lucky that I locked in,” Abby reflected.
Her intuition was spot-on.
Without genuine buy-in from new leadership, teams seldom fully commit to change. Half-hearted commitment at any level can stall or undermine an entire initiative. In fact, it’s one of the primary reasons why roughly 70% of transformation efforts ultimately fail.
This article reveals the essential factors Abby and her colleague, Archana Prabhu, credit for securing buy-in, maintaining momentum in their product model transformation, and delivering impressive results.
Read Next: The Case for Adopting a Product Operating Model
The “Secret Weapon” Revealed
Abby Knowles, who served as Vice President, Global Consumer Technology Planning, Engineering & Transformation at Verizon – and Archana Prabhu, Sr. Director, Solution Architecture at Verizon – reflected on their product operating model journey at the inaugural Project to Product Summit last fall. Watch their presentation here
Among the insights they shared was this:
Moving from a project-based to a product-centric approach is more than just a shift in terminology – it demands a fundamental transformation of your organizational DNA.
Rewiring their organization called for purposeful coaching and a structured change management practice. The combination of these became Verizon’s “secret weapon,” equipping them to address challenges such as leadership handoffs, a large-scale mindset shift, and more.
Let’s explore their approach.
Purposeful Coaching
Verizon employed approximately 37 coaches in the US and India who helped nearly 400 teams and their leaders maneuver the change process. These coaches supported the internal IT technology teams and the business partners going through the same transformation journey.
Among the coaches’ responsibilities was conducting workshops to clarify roles and define responsibilities for the new titles and positions created during the transformation.
They helped teams understand and adapt to new roles like RTEs (Release Train Engineers), product owners, product managers, technical leads, architects, and developers/testers.
They also provided training around cross-functional teams, teaching team members how to “fill each other’s shoes.” For example, they might counsel an RTE on how they might assist with testing when a tester is out, or how a tester could take on a scrum master role.
Read Next: Influence Without Authority: How Agile Coaches Use Data to Drive Change
Structured Change Management Practice
Verizon implemented a robust change management structure and framework to help the organization navigate change. They tracked metrics on workshops, developed a microsite for self-learning, conducted numerous forums, and recruited change champions from various parts of the organization, including both business and IT teams.
“As much as we are about culture and autonomy and empowerment, the metrics have become very helpful in telling our story,” Abby shared.
They implemented structured ceremonies like Quarterly Business Reviews, Big Room Planning sessions (also known as Program Increment or “PI” Planning), an Agile Monthly Forum, and Product-to-Platform sessions to facilitate communication and coordination.
Beyond metrics and meetings, their change management approach focused significantly on talent and career progression to address employees’ concerns about their future in the new organizational structure.
“We worked with HR on creating and rolling out several ‘chapters,’ which are basically a community of practice, where people with a specific domain or skillset can come learn, grow, and share experiences. Others who are interested in learning can also join these chapters and grow their talent,” Archana explained.
Read Next: Why Proactive Change Management is the Best Approach to Transformation (Part 1)
Leadership Engagement and Outcomes
A critical factor in the success of their transformation was having the leaders design the organizational structure themselves. As Abby emphasized, “It’s so much more powerful when the leaders all have a stake in it.” This collaborative approach to organizational design increased buy-in and ownership.
One-on-one meetings with executives proved more effective than larger forums. They allowed for more transparency in conversations and identified supporters who could help navigate challenges in other areas.
The structured approach has yielded impressive outcomes, including:
- 66% more throughput
- improved capital spend management
- faster delivery of benefits
- 49% improvement in quality through releases
While they’ve already achieved significant results, they’re focused on stabilizing their work structure changes and maturing what they’ve started over the next couple of years, continuing to improve interactions between teams.
Don’t Leave Change to Chance
Coaching and change management are just a few of the elements that Abby and Archana covered at the Project to Product Summit. Their full presentation – “Align Your Organization with Your Product Vision: A Verizon Story” – is available on demand.
In their talk, you’ll hear them discuss:
- How they aligned teams, processes, and governance to support their product vision, creating coherence across the entire organization
- Their comprehensive approach to talent development, including cross-skilling opportunities and career progression paths
- The critical importance of psychological safety in transformation, creating environments where teams can provide honest feedback
- Strategies for bridging the gap between separate business and technology organizations despite different leadership structures
Watch their presentation here. Plus: For the latest research on product operating models, get your copy of the 2024 Project to Product State of the Industry report.
