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Transforming in-house IT departments into SaaS software publishers

Audit

Transforming in-house IT departments into SaaS software publishers

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Antoine Lafont

CEO of Diogen

+6 months gained on the roadmap of a strategic product for the company

  • Accelerated delivery
  • Setting up autonomous squads
  • Strategic refocusing of efforts
  • Simplifying the Go-To-Market

+6 months

on the launch of a strategic product

Team size
150-300

"The initial exchange with Stellar was a wake-up call: the questions asked revealed a huge gap between their daily lives and product standards, which immediately brought the issue to light."

Antoine Lafont

CEO of Diogen

The team

Stellar and Diogen, working hand in hand to accelerate growth.

To support this strategic overhaul, David, an expert in Product Strategy, and Alex, CPO at Stellar, carried out a complete audit of the product organization and collaboration methods, in order to anchor Diogen's transition to a true software publisher.

Antoine Lafont
CEO of Diogen
Photo by Mathieu from Spendesk
Matthieu
CPO
David
Co-founder
Alex
CPO in residence

Mission

Diogen's mission is to digitize drilling-mining operations and optimize quarry management for players in the sector.

Thanks to its business software (CAD, GIS and mobile field application) Diogen supports technical teams in planning, monitoring and executing operations, while opening up internationally with a software publisher model.

How Stellar supported Diogen

Audit

Tangible results:
‍Accelerated Delivery and a totally reorganized product team.

Stellar's support has led to significant improvements for Diogen, both in terms of internal productivity and product structuring, laying the foundations for sustainable growth.

  • Reduced delivery times: from a monthly cycle to several deployments per week, enabling us to deliver a strategic product more than 6 months ahead of schedule.
  • Product refocusing on strategic priorities: clarification of priority use cases and simplification of the portfolio to maximize the impact of developments.
  • Remobilizing teams and COMEX: restoring internal confidence thanks to a clearer organization, aligned product discourse and concrete actions.
Challenge

From problem to solution: How Diogen overcame its challenges

Diogen aced a number of challenges that hampered its growth and development. Here's how Stellar helped them overcome these obstacles to accelerate their growth and achieve their goals.

#1 Systematically missed deadlines

Delays of up to 6 months on key functionalities slowed product launches and undermined internal confidence.

Accelerated delivery

Deployments are now carried out on a weekly basis, by autonomous squads and a better connection with users.

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See the Stellar solution

#2 A complex switch to an editor model

Focused on internal feedback, product choices were biased. The vision remained that of an internal IT department, hindering the opening up to a wider market and to real external users.

User orientation and repositioning

Clarification of targets, strategic refocusing on high-potential business use cases, and creation of a first user-oriented team to anchor ourselves in a publisher logic.

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See the Stellar solution

#3 Too broad a product portfolio for the team

Four projects running in parallel overloaded a small team, creating interdependencies and diluting efforts, to the detriment of business impact.

Strategic refocusing

Reprioritizing efforts around the most promising products, with a simplified Go-To-Market strategy and better allocation or resources to key uses.

Back to the problem
See the Stellar solution

Results

Tangible results:Toward a high-performance product organization

01
Effectiveness > Theory
We don't just hand out PowerPoint presentations. We provide actionable insights, help teams make decisions, and remove roadblocks. If a recommendation can't be implemented within 30 days, we don't make it.
02
Structured Products Team
A dedicated team, led by a Product Director, now ensures that strategy and priorities are coordinated centrally. This fosters better collaboration and the sharing of best practices, with a genuine breaking down of silos among teams.
03
Clarity of roadmaps
A dedicated team, led by a Product Director, now ensures that strategy and priorities are coordinated centrally. This fosters better collaboration and the sharing of best practices, with a genuine breaking down of silos among teams.
04
+10% growth maintained
Deployments are now possible across the entire customer base, marking a turning point in the standardization of the platform.