We have pioneered digitalization on two wheels: the development of an app with IoT solutions for Canyon Bicycles. Driven by a clear demand from eBike customers for digital products, the app offers a convenient and personalized experience. It provides access to exclusive content such as athlete stories and step-by-step instructions for unpacking, assembling and maintaining the bikes. The digital bike garage provides a quick overview of details, features and dimensions. The app sets a new standard for the digital experience of eBike users and IoT solutions in the bike industry.
As Interim Header of Connected, I faced many challenges, from assessing the status quo across the company, to building an internal team, to harmonizing in a matrix organization. Faced with these challenges, I decided to bring in two agencies, each with a team, to quickly become productive. It was crucial to say no numerous times and insist that state-of-the-art digital product development is a thorough process based on customer needs and their willingness to pay.
By hiring two teams from agencies, we were able to be fully productive within four weeks of starting the project, rather than waiting a year to build an internal team or getting caught up in the chaos of hiring 40 freelancers. After just 15 months, we were able to launch an app with extensive content customization and drive our own IoT developments. As a result, we were able to give Canyon Bikes a distinct advantage in the marketplace based on efficient and meaningful product development in line with customer needs and company goals. Under the guidance of a servant leader, we took on a high level of responsibility for people, budget, and execution. The result: more innovation and safety for Canyon's customers in Europe and the USA.
Our approach to developing cutting-edge digital products was a thorough process: we started with a blank sheet of paper, held C-level sparring sessions, and analyzed current state and needs. With a budget in the millions and clear governance, we structured the team of developers, UX designers, IoT specialists and a PMO. Under my leadership, five direct reports had their responsibilities, while I reported directly to the board and the CEO. Our approach emphasized the importance of research, validation, iteration, and testing to build only what customers really want and are willing to pay for. The product strategy followed the "3-horizon" model as we tried to harmonize the matrix organization. In parallel with app development, we bridged to a third-party IoT solution, aiming for a holistic solution that harmonized app and IoT. We continuously adapted the product roadmap to the changing requirements.
