Gen AI Pulse | Augmented people Aug 16, 2024 Get into the PULSE of Gen AI with real-world data, actionable insights, and the transformative impact of this ongoing revolution. This is our quarterly paper written by CI&T specialists who are implementing AI solutions at the forefront with our clients. Learn more
2021 - The Year of the Digital Revolution Apr 16, 2021 Recently, Bob Wolheim, our CSO, interviewed Sérgio Vezza, Vice President of BEES, the startup behind Ambev and AB InBev, owners of brands like Budweiser and Stella Artois. Learn more
Business Impact: The Beginning of Transformation Apr 23, 2019 Named as the biggest challenge by C-Levels today, achieving success in the process of transforming companies into digital has a secret: the generation of business results from the beginning. Learn more
Five years in five months: the leap from traditional to digital operations Aug 07, 2020 With a 45-year history in Brazil, the Carrefour chain has built a solid operation that today has 72,000 employees and 498 stores distributed in 26 states. Learn more
ACCELERATE PRODUCTDEVELOPMENT WORK AND INCREASETHE IMPACT OF SCALING UP How it Works Types of Product Work SCALING WORK Eliminate bottlenecks to ensure teams can move forward, taking on new levels of feature, growth, and product-market fit expansion work. PMF EXPANSION Increase the ceiling on product-market fit in a non-incremental way by expanding into adjacent markets, adjacent products, or both. GROWTH WORK Create and capture value by accelerating adoption and usage with existing markets. FEATURE WORK Add incremental value to a product or extend the value prop to marginal users with new features or enhancements. *Based on Reforge point of view* We help companiesaccelerating their ability to deliverinnovative products at scale. We combine skills, mentality and a ‘doer’ attitude for the hypergrowth game. Product engineering excellence is at the heart of our approach: A work and execution plan; Discovery and design; Development and software delivery; Data Science and Insights. Velocity, Quality & Impact We have a stack that supports our day-to-dayoperations with teams and stakeholders.A framework to help product teamskeep their craft on track and tell the product storyin a visual and pragmatic way. STRATEGIC VISION • TEAM TOPOLOGY • USER EXPERIENCE & TECH LEVERS • PRODUCT ROADMAP & RELEASE PLAN • USER INSIGHTS & PERFORMANCE • PRODUCT MANAGEMENT • PRODUCT MODE HEALTH CHECK • How it works 01. PLUG into product strategyand priorities 02. FRAME the missionand establishthe work plan 03. ACCELERATE to capture value, iteratingthe work plan Why CI&T Product Ready EASY FROMSTART TO END COMPOSABLE READY FOR HIGH PERFORMANCE SCALABLE COMPREHENSIVE RELIABLE Digital products: Find out the ideal strategyfor your product stage. <section><h2></h2><p dir="ltr">Discover the phases and main points of attention for your company in the development of digital products.</p><p></p></section><section><h2><h2></h2></h2><p dir="ltr">Fast-learning </p><p></p><p dir="ltr"></p><p dir="ltr">Based on your answers, it's likely that the ideal digital product management model for your company is based on <strong>trying fast</strong>,<strong> failing faster</strong>, and <strong>finding out what works</strong> for your customers. </p><p dir="ltr">Here, <strong>Lean methods</strong> are essential, as there is little solidity in the business, with high volatility. </p><p dir="ltr"><strong>Job to be done:</strong></p><ul><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Test and learning fast;</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Make decisions that promote speed but be aware of technical debt generated.</p></li></ul><br></section><section><h3><h2></h2></h3><p dir="ltr">Finding the right market </p><p></p><p dir="ltr"></p><p dir="ltr">Based on your answers, the ideal digital product management model for your company is likely to be a balance between experimentation and stability. </p><p dir="ltr">Your company should not lose sight of Lean and agile methods for testing and learning fast but, at this time, it is also necessary that the processes are well designed and that there is a structure to monitor the company's growth step-by-step. </p><p dir="ltr">Even if the product is doing well, the market is constantly changing. It’s time to show why your product is unique. </p><p dir="ltr"><strong>Jobs to be done:</strong></p><ul><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Invest and capture value, expand innovation in incremental and underlying areas.</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Work to make the product stand out through technology. </p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Identify other product management approaches to scale the solution. </p></li></ul><br></section><section><h3><h2></h2></h3><p dir="ltr">Assuming new work levels </p><p></p><p dir="ltr"></p><p dir="ltr">Based on your answers, it is likely that the ideal digital product management model for your company should be redesigned at this stage. As the development team grows, <strong>the ability to capture value may stagnate</strong>. </p><p dir="ltr">Your company may need a model to take more significant steps. Your digital product needs a more linear narrative, where each launch is strategic and connects to a greater objective. In other words, each new feature should meet a need or behavior. At the same time, innovations should not make your product a collection of features that confuse your customers. </p><p dir="ltr"><strong>Job to be done:</strong></p><ul><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Accelerate your operation consistently.</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Ensure that the team can move forward autonomously and take on new levels of work. Expand resources and innovations according to the needs of the customer;</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Implement a learning culture so that your team can absorb new ideas that enhance your business and create new mindsets; </p></li></ul><br></section><section><h3><h2></h2></h3><p dir="ltr">Expanding to new markets and products </p><p></p><p dir="ltr"></p><p dir="ltr">Based on your answers, the ideal digital product management model for your company is likely to be one that allows teams to accept and manage the uncertainty of high-risk, high-reward bets. </p><p dir="ltr">There is no silver bullet or single solution. It is important that product teams are clear about the type of problem, challenge, or stage of the initiative they are working on, which tools relate to those issues, and how the lessons learned to provide feedback to the system.</p><p dir="ltr"><strong>Jobs to be done:</strong></p><ul><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Expand operations to new markets and products.</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Favor management models adapt to the needs of each stage of the product.</p></li><li dir="ltr" aria-level="1"><p dir="ltr" role="presentation">Build a culture aimed at results without making the mistake of building large but unproductive teams. </p></li></ul><br></section><section><h2><h2></h2></h2><p dir="ltr" role="presentation">Which of the following statements best matches the current state of your digital products? <br></p></section><section><h3><h2>What’s your biggest challenge when developing a digital product? </h2></h3></section><section><h3><h2></h2></h3><p dir="ltr" role="presentation">Which of these skills do you consider most important to mature to the next phase?</p></section><section><h3><h2>At what level is the product lead in your company? </h2></h3></section><section><h3><h2></h2></h3><p dir="ltr" role="presentation">Which option best fits your company's situation with regard to product investments? <br></p></section><section><h3><h2></h2></h3><p dir="ltr" role="presentation">What is the primary responsibility of the product development team today?<br></p></section> Let us help you speed up your product work