Global Head of Product Management at SyngentaGroup

Establish the “Product Model” as the operating system • Define and socialize what changes (and what doesn’t): durable product teams, persistent ownership, outcomes over outputs, continuous discovery + delivery. • Translate the model into clear expectations for how funding, planning, prioritization, and accountability work.Lead the change management as a multi-year transformation • Treat this as an org redesign: comms, enablement, stakeholder re-contracting, capability building, and reinforcement mechanisms. • Start with lighthouse teams, prove value, scale patterns, and continuously remove structural blockersCreate empowered product teams with real problems to solve • Redesign team structures around products/capabilities (not projects), with stable cross-functional squads (Product, Design, Engineering, Data where applicable). • Clarify decision rights: teams own solutions; leadership owns strategy, constraints, and outcomes.Shift strategy from “roadmaps & projects” to “outcomes & product strategy” • Replace project plans and feature roadmaps with an outcome-based strategy: target customers, problems, measurable outcomes, and strategic bets. • Implement a strategy cadence where teams continuously connect discovery work to business objectives.Institutionalize continuous product discovery • Make discovery a non-negotiable: teams validate value, usability, feasibility, and viability before scaling delivery. • Build discovery competence (coaching, patterns, toolkits) and remove org blockers (access to users, data, experimentation paths).Standardize product practices without creating bureaucracy • Provide lightweight standards (product principles, discovery expectations, strategy artifacts, outcome reporting) that enable autonomy rather than constrain it. • Create a “minimum effective process” that scales globally and supports consistency.Create transparency through meaningful product metrics • Establish a small set of product health indicators (outcome metrics, adoption/engagement, customer satisfaction, reliability/quality, time-to-value). • Run regular product reviews/health checks to spot stalled products, weak discovery, or over-commitment early—and intervene.