A large technology company was seeking to transform from a legacy hardware-led organization to a Software-as-a-Service (SaaS) and subscription-based one. To accomplish this, they acquired several software start-ups which led to multiple siloed Product Marketing Management (PMM) teams with several Go-To-Market (GTM) and product launch methods with varying levels of effectiveness. The disconnect between departments impaired their ability to address market shifts, inconsistencies in alignment and outcomes, widespread inefficiencies, and low morale. Additionally, the company failed to hold product teams accountable for organizational and customer expectations. As a result, they had difficulty in organic growth year-over-year and their stock prices were negatively impacted. They needed help aligning strategy across silos in order to have more successful product launches and improve shareholder confidence.
Unify performed a complete current state assessment to identify gaps in training and alignment, interviewing 92 people across teams to define an ideal target state. Unify recommended a GTM governance structure spanning multiple product groups and organizations. The team outlined training requirements and created tools and templates to support the transition. They utilized their industry expertise to identify product tiers for launch investment and develop a Bill of Materials (BoM), a Responsibility Accountability Consulted and Informed (RACI) chart, and an engagement model for each tier. A training program to upskill PMMs was designed and rolled out to over sixty PMMs. Unify created initial communications and outlined the organizations change management strategy. The team built a sentiment tracker for stakeholders and built sentiment management into the overall adoption strategy. Further, the program was expanded to include onboarding and recruiting efforts.
The governing framework Unify put in place within the PMM group has improved morale and contributed to greater accountability for success. The sentiment management tracking the team implemented has confirmed and verified these improvements. Revenue and stock value are expected to improve as a result and leadership has praised the team’s work.