Puzzel Case Study

Puzzel’s Transformation: A Strategic Journey in Product Management

Puzzel is a market-leading European contact centre-as-a-service (CCaaS) software provider with over 20 years of industry-proven experience, delivering a superior customer experience (CX) by combining an empathetic human touch with disruptive technologies. It was recognised by Frost & Sullivan with the 2023 European Company of the Year Award.

In the midst of rapid expansion, it faced a pivotal moment. Acquisitions and growth had brought complex challenges, particularly in product management. Matt Hughes, a Product Director at Puzzel, knew something had to change. He reflected, “Our expansion was both an opportunity and a complex hurdle. We needed to evolve our product management to keep pace with our growth”.

The Challenge: Streamlining for Success

Puzzel’s product function was lacking structured processes and struggling under the weight of its own rapid growth. The product owners were swamped, their days filled with tackling immediate issues, leaving little room for strategic thought. “Our product owners were drowning in tasks. We were reacting, not strategizing,” Matt noted. The product portfolio, blooming post-acquisition, posed further challenges in manageability and strategic alignment.

Choosing the Right Partner: Produxity’s Entry

In seeking solutions, Puzzel turned to Produxity. Their approach stood out: instead of a one-size-fits-all solution, they offered a phased strategy, starting with discovery before moving to action. This deep dive into understanding Puzzel’s unique needs set Produxity apart. “Produxity didn’t just offer answers; they sought to understand our questions first,” Matt said.

A Collaborative Journey: Transparency and Trust

Produxity’s involvement was marked by transparency and proactive engagement. They immersed themselves in Puzzel’s culture, becoming a part of the team, and their honest approach won them trust across the board.

Strategic Overhaul: The Path to Clarity

Produxity’s initial focus was on redefining the strategy for one team, aiming to create a replicable model for the entire organization. They engaged deeply with the Product Owner, Engineering Lead, and UX Manager, building a robust set of insights through collaborative efforts. This included extensive training in user research, implementing customer surveys following the Outcome-Driven Innovation approach, and conducting internal stakeholder interviews to understand industry trends, competitor analysis, and perceived product strengths and weaknesses. This strategic recalibration culminated in a comprehensive product strategy, well-received by Puzzel’s leadership team.

Operational Revamp: Agile and Efficient

The consultancy’s impact extended beyond strategy formulation to operational revamp. Produxity introduced an agile dual-track process focusing on discovery, streamlining roles, and establishing operational principles. This included the implementation of launch checklists and comprehensive dashboards for improved project oversight. 

The Outcome: A New Puzzel Emerges

This strategic and operational overhaul led to notable results. The focused approach on refining one team’s operations now serves as a blueprint for the entire organisation, elevating overall performance. “Our transformation is more than just incremental improvement; it is a complete overhaul of our approach, setting a new standard in product management,” Matt stated.

A Playbook for the Future

With Produxity’s guidance, Puzzel developed a comprehensive playbook, defining operational guidelines for each product team. This playbook ensured consistency in practices and processes across the organization and became their operational bible, aligning all the product teams.

Conclusion: Puzzel’s Strategic Renaissance

The engagement with Produxity marked a renaissance for Puzzel. The transformation in team dynamics, coupled with a more strategic and agile approach, set a new standard in product management. Matt’s final thoughts encapsulated the journey: “Working with Produxity wasn’t just about consultation; it was about transformation. We’re now more agile, more strategic, and far better prepared for the future.”