Product Offer
The Product Leader Acceleration Pack
From Feature Factory to Product-Led Organisation
You were hired to transform. But the organisation resists. Product is treated as an order-taking service. The Acceleration Pack is a phased consulting engagement that diagnoses the feature factory, builds the target operating model, and proves the product model works.
Three Phases
A Structured Path to Product Transformation
Each phase produces concrete deliverables you can act on immediately. Phases build on each other, but each stands on its own. You decide at the end of every phase whether to continue.
Diagnose the Feature Factory
Assess the current operating model, surface the structural barriers, and build the evidence base for transformation.
Build the Target Operating Model
Design the product organisation that works — team structure, decision rights, governance, and stakeholder engagement.
Prove It Works
Coach one team through the model. Build the evidence that outcome-focused product development delivers better results.
Phase 1: Assessment
Diagnose Where You Are
The assessment provides a detailed picture of where your product organisation stands today against where it needs to be. It covers capabilities, relationships, ways of working, and domain knowledge. The work begins with individual interviews across approximately 25 stakeholders. Product managers receive particular attention, and their interviews may span multiple sessions to allow for depth. Other stakeholders include leaders from sales, marketing, engineering, and operations, as well as senior leadership.
Each product manager is assessed on their relationships within the organisation, including how they work with engineering counterparts, distribution partners, and internal teams. The assessment examines information flows and how decisions currently get made. Domain knowledge forms a critical part of the evaluation — knowledge of their own products, competitor offerings, distribution partner needs, customer and user requirements, relevant technology trends, and the broader political, economic, social, technological, environmental, and legal environment.
The phase concludes with a written report that identifies gaps, highlights areas of strength, and recommends priorities for subsequent phases. Some recommendations will be immediately actionable by your team. Others will require work in later phases.
Deliverables
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Stakeholder Interview Notes
Anonymised summaries of approximately 25 interviews covering product managers, sales, marketing, engineering, operations, and senior leadership. Each summary captures key themes, direct quotes, and observations.
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Capability Assessment Report
Current-state map of product management capabilities, domain knowledge assessment, relationship map, information flow analysis, and gap analysis comparing current state against desired future state.
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Prioritised Recommendations
A ranked list separated into quick wins your team can act on immediately, structural changes requiring further work in Phases 2 or 3, and training needs to be addressed separately.
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Phase 2 Scope Proposal
A refined scope, timeline, and investment estimate for Phase 2 based on assessment findings.
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60-minute Leadership Presentation
Presentation of findings and recommendations to senior leadership and other nominated stakeholders. Includes Q&A.
Prerequisites
- - An up-to-date organisational chart for the product management function and adjacent departments
- - Any existing process documentation, product management materials, and relevant internal presentations
- - HR guidance on how to approach product managers for interviews, including any sensitivities and communication protocols
- - A stakeholder contact list with names, roles, and availability windows
- - A brief all-hands communication introducing Produxity and explaining the purpose of the assessment before interviews begin
Out of Scope
- - Designing or implementing new processes, frameworks, or operating models (Phase 2)
- - Coaching or training product managers on new skills or methods
- - Interviews with external stakeholders such as distribution partners or end users
- - Assessment of departments outside the product organisation
- - Benchmarking against named competitors or producing competitive intelligence reports
- - Creating job descriptions, career frameworks, or hiring criteria
- - Any implementation, change management, or organisational restructuring activity
- - Assessing or recommending changes to tools, software, or IT systems
Phase 2: Target Operating Model
Design Where You Need to Be
This phase produces a blueprint for how your product organisation should function and interact with key stakeholders throughout the company. The scope will be reviewed and confirmed based on the output of Phase 1 and the direction you choose to take. The model provides a framework for roles, processes, and decision-making that you can implement over time.
A large portion of the time investment in this phase goes to discussing and negotiating with relevant stakeholders. This consultation is necessary to build ownership and adoption. A framework imposed without input tends to be ignored or worked around. A framework developed collaboratively becomes part of how people choose to work.
The Target Operating Model addresses the operational processes that determine how products move from idea to market. A priority is the design of development gates with engineering partners. These checkpoints create visibility into what is being built and allow your team to confirm alignment before development proceeds too far. The work focuses on finding the right balance between leadership oversight and team autonomy, so that product managers can move at speed without losing alignment with company direction.
Deliverables
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Target Operating Model Document
Role definitions and updated job descriptions for product managers, specifying accountabilities, competencies, decision-making authority, and escalation paths. A RACI matrix clarifying who is responsible, accountable, consulted, and informed for key product decisions. Authority framework defining the boundaries of product manager decision-making versus leadership approval.
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Development Gate Framework
Gate definitions, information requirements at each gate, review and sign-off process, and disagreement resolution procedure.
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Product Proposal Process
A step-by-step guide for product managers covering required data and evidence at each stage, templates for product proposals, approval workflow and decision criteria, and handoff process to engineering.
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Customer Discovery Playbook
A practical guide covering how to identify the right distribution partners and end users to talk to, interview guides and question frameworks, and methods for turning qualitative and quantitative findings into compelling proposals.
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Stakeholder Workshop Summaries
Documentation of all workshops held during the phase, capturing decisions made, trade-offs discussed, and areas of agreement.
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Implementation Roadmap
A phased plan for adopting the Target Operating Model, including recommended sequence, dependencies, and estimated timelines.
Prerequisites
- - Phase 1 assessment report is completed and reviewed by leadership
- - Confirmation of the direction and priorities Phase 2 should address based on the assessment findings
- - Stakeholders who participated in Phase 1 interviews remain available for workshops and review sessions
- - Any existing job descriptions, competency frameworks, and HR policies that relate to product management roles
Out of Scope
- - Executing the Target Operating Model (implementation is your team's responsibility)
- - Training product managers on new processes or frameworks
- - Creating product strategies, visions, or roadmaps for any product line (Phase 3)
- - Designing or running customer research, surveys, or field studies
- - Changes to IT systems, product data management tools, or internal software
- - Redesigning the organisational structure beyond the product management function
- - Building or configuring any project management or workflow tools
- - HR processes such as performance reviews, compensation structures, or hiring beyond providing updated job descriptions
Phase 3: Strategic Framework Coaching
Prove It Works
Once the Target Operating Model is in place, the risk is that new ways of working fade over time as old habits reassert themselves. This phase addresses that risk by coaching one product team to success, creating a visible example for others to follow. The work begins with workshops to create a clear product vision for the selected team's area.
The team builds a rich domain context through structured activities. Competitor profiles document how rivals position themselves. Quantitative work includes market sizing and customer satisfaction data. The team creates or updates buyer personas covering the full range of people who influence purchase decisions. The phase organises direct input from these personas through structured interviews using models like the Value Proposition Canvas to uncover jobs-to-be-done, pains, and gains.
A critical output is a set of target KPIs for the division. The team then uses this insight to create a product strategy — a clear statement of where to focus, what to deprioritise, and why. The final output is a roadmap that conforms to these principles and creates valuable differentiation against competitors. This roadmap serves as proof that the new ways of working produce better outcomes, giving other teams confidence to follow the same path.
Deliverables
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Product Vision Statement
A clear, written product vision for the selected team's product area. The vision articulates where the product line is heading and why.
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Domain Context Pack
Competitor profiles, market sizing data, customer satisfaction data, updated buyer personas, and PESTEL analysis for the selected product area.
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Customer Insight Report
Findings from structured interviews with distribution partners and end users, using the Value Proposition Canvas to map jobs-to-be-done, pains, and gains. Includes a gap analysis comparing current value propositions against customer needs.
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Target KPIs
A defined set of measurable KPIs for the division, covering product performance, market position, and team effectiveness.
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Product Strategy Document
A written product strategy defining where to focus, what to deprioritise, and the guiding principles behind those choices. This is not a feature wish list. It is a statement of strategic direction.
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Strategic Roadmap (Now / Next / Later)
A high-level strategic roadmap aligned to the strategy and designed to create measurable differentiation against competitors. The roadmap serves as proof of concept for the new ways of working.
Prerequisites
- - The Target Operating Model from Phase 2 is completed and accepted by leadership
- - Selection of the product team to be coached, with confirmed availability for the engagement period
- - Existing market data, customer satisfaction data, and competitive intelligence shared at the start of the phase
- - The coached team has the authority and time to participate in workshops and conduct customer interviews during the engagement period
Out of Scope
- - Coaching more than one product team (each additional team is a separate engagement)
- - Executing any item on the product roadmap
- - Running large-scale customer surveys or market research programmes
- - Ongoing coaching or support beyond the engagement period
- - Creating marketing materials, sales collateral, or go-to-market plans
- - Building financial models, business cases, or investment proposals beyond what is included in the product strategy
- - Changes to pricing, packaging, or commercial terms for any product
Case Study
Puzzel: Transforming Product During Rapid Growth
Puzzel, the European CCaaS leader, transformed its product function during rapid acquisition-driven growth. One team's approach became a blueprint for the entire organisation — proving that the product model works even in high-pressure environments.
"Working with Produxity wasn't just about consultation; it was about transformation."
Our Team
Deep Experience in Your Industry
Every engagement is led by Cyril Le Roux and supported by consultants with deep experience in your industry — including Telecoms, Automotive, Retail, Healthtech, and EdTech.
Learn more about usFrequently Asked Questions
Ready to Transform the Feature Factory?
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