A F100 global OEM needed to align their product roadmaps across their ag equipment groups to ensure that products were brought to market in time to deliver full cropping solutions. Because each product group was selecting the projects that were highest priority for them individually, there were gaps in the full cropping solution for some crops and regions — which was hurting sales and thwarting the corporate goal of outfitting farmers with full suites of products for each crop.
SOLUTION:
We worked closely with the client’s executives to:
- Compile the product roadmaps of each product group;
- Identify gaps & inconsistencies for each crop in each region (and with strategic priorities for the company as a whole);
- Build a process for scoring the opportunities & resolving the gaps;
- Convene a meeting of the leaders of the product groups to agree on priorities and modify product roadmaps to deliver prioritized, complete, coherent solutions by crop in each region. We documented the outcomes and the process for reuse.
RESULT:
Established the foundation for the client’s subsequent organizational shift to crop value chains (all of the products & services related to particular crops) instead of product groups. Reorientation from a product-centric structure toward crop-specific value chains has enabled deeper integration across the entire farming cycle; accelerated the adoption of precision farming products; and powered market share gains in combines and mid-range tractors, as well as particular crops in various regions.