Organization Design and Product Leadership: Real Change Under Pressure
summary
Ørsted recounts an organizational redesign that groups teams into product teams, product suites and platforms, cutting delivery units from 22 to 7 and creating 3 tech platforms and 4 business-facing platforms; governance moves to three cadences (annual strategy, quarterly alignment, monthly delivery) wired by Martin Eriksson’s Decision Stack. Company claims pressure exposed dysfunctions, forces clarity on decision rights, and drives a learning program for product leadership and delivery — simplification is underway but the new delivery model is still evolving.
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chapters (11)
- 0:00Introduction and vision
- 3:26Organizational friction in product work
- 7:41Pressure exposes dysfunctions
- 12:19Strategic priorities under pressure
- 16:47Decision stack for alignment
- 19:14Organizing around value
- 21:44New governance model
- 23:31Product leadership craft
- 25:19Evolving delivery model
- 26:00Key learnings summary
- 27:43Q&A session
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