Schneider Electric's Industrial Solutions division had built a substantial IoT business unit of approximately 70 people. Their technical capabilities and market position were strong.
The organizational structure was optimized for a different era. Previous attempts to implement the SAFe framework had created layers of process without delivering speed. Handoffs between specialized teams created bottlenecks that made time-to-market uncompetitive.
We rejected the one-size-fits-all framework approach. Instead of imposing another methodology, we conducted a comprehensive audit to understand the real friction points—then designed a tailored model specifically for IoT development realities.
The Cross-Functional Pod Model: Teams restructured around customer outcomes rather than technical specialties. Each pod received end-to-end responsibility for their product area, eliminating handoffs and improving accountability. Lean product development practices emphasized rapid iteration and customer feedback loops.
Time to market for new products improved dramatically. Team satisfaction and engagement increased significantly as frustration with bureaucratic overhead disappeared.
The pod model is now the standard structure for product development. Teams operate with autonomy and clarity, shipping products that are better aligned with actual customer needs.
"The reorganization gave our teams the autonomy and clarity they needed to move faster and build better products for our customers."
IoT Division Director
Schneider Electric
This engagement took weeks, not months. If your team is dealing with the same kind of problem, a 30-minute conversation will tell us whether we can help.
Get started →
Client: Nissan
Nissan's Chairman's Innovation Award had surfaced a genuinely bold concept: cars that could change color using e-ink technology. John Ferguson's idea represented exactly the kind of breakthrough thinking the award was designed to encourage.
Client: Groupe Renault
Renault had built a global automotive empire through engineering excellence and manufacturing discipline. Their ability to coordinate complex cross-functional projects was world-class.
