4 enterprise challenges you didn’t know your product could solve


When you’re a startup, the ethos of “move fast and break things” reigns supreme. But when you’re operating at enterprise scale, that becomes a little more complicated.

Where startups can afford to be nimble, enterprises need stability. Where startups embrace experimentation, enterprises must weigh every risk and calculate the impact of every decision on their stakeholders or shareholders. And where startup product teams can build fast and release often, working in an enterprise requires a more regimented approach. Even established organizations that didn’t go through this kind of rapid scale-up (or those that did so decades ago) have plenty to learn from the quick-clip startup mindset.

As businesses mature, it becomes almost impossible for them to operate with the same agility and fluidity they once did when they were small and scrappy. Silos emerge, innovation slows, and feedback becomes harder to act on. Left unaddressed, the symptoms of these organizational growing pains can wreak havoc on the most important deliverable the company provides—its product experience—and result in unmitigated software as a service (SaaS) sprawl internally.

SaaS sprawl Illustration

But around the world, the most successful companies aren’t allowing their size to stall their efforts or hinder their ability to build and deliver the best experiences possible for their customers and employees. Companies like Citrix, LabCorp, Elsevier, and more are challenging the big business status quo with product-led strategies—and they’re thriving.

These organizations are aligning their entire business around the experiences their products deliver, unifying their teams with a shared source of product or user data, and using quantitative and qualitative insights to shape their customer and employee engagement strategies. For example:

  • Product teams are making the product the focal point of each stage of the customer or employee journey to drive adoption and deliver a consistent experience
  • Operations teams are democratizing product data and sharing relevant insights with the right teams to improve decision making throughout the business
  • Marketing teams are creating timely and personalized in-app campaigns to inspire, persuade, and delight customers and employees throughout the lifecycle
  • Sales teams are accelerating deals and reducing overhead by demonstrating the value of the product, inside the product itself
  • Customer success teams are leveraging the product to deliver tailored guidance throughout the user journey, while encouraging cross-sell and upsell opportunities
  • IT teams are gaining visibility into how the apps they build and buy are used across the company so they can make better use of resources and encourage ideal behaviors

Ultimately, product-led approaches like these help both internal- and external-facing teams deliver better digital experiences, drive adoption and delight, and win long-term customer and employee loyalty.

But becoming product led doesn’t happen overnight. It’s a journey from which all companies, regardless of industry and size, can learn a thing or two. And the more you train your product-led muscle, the more ways you find to flex it throughout your organization. Because the reality is: If you’re not leveraging product-led strategies, you’re leaving millions of dollars on the table.

Continuer à lire cet e-book

You must enable functional cookies to view this content.

Enable cookies