Vanesa Tejada, Diretora de entrega de produtos, LATAM Digital Luis Mizutani, Analista de negócios, ThoughtWorks Brasil #XConfBR2019

1. Breaking silos through
a Product Culture
Vanesa Tejada & Luis Mizutani
@vanesa_tejada @luismizutani

2. Why culture is so important?

3. ● We are all part of a larger system
● All parts are interdependent
● All parts co-evolve with the system
Autonomy is not
independency

4. LATAM Airlines
About company
● ~41.000 employees
● 69 million passenger per year
● ~1300 flight per day
● 143 destinations in the network
● 26 countries in 5 continents
● 312 aircrafts

5. LATAM Airlines
Digital + ThoughtWorks
● ~500|186 people in Digital
● 45|21 Distributed teams
● 5 product lines
● > 100B requests
● > 700M visits/year
● > 20B clicks/year
● > 20B App Users/year
Ecuador
3%|9%
Brasil
28%|80%
Uruguay
3%
Chile
60%|11%
Argentina
6%

6. 2014 2015 20192013 2016 2017 2018
Investment in
Agile for all
Digital teams
Scaling Agile:
5 product lines
aligned with
Customer
Journey
First steps
with Agile
Fast Growth
LATAM Digital & ThoughtWorks co-evolution
Working
towards a
common
Product
Culture
Agile
assessment
and first
team
ThoughtWorks
5
141
people
169
people
186
people
70
people
Mobile
EZDB
Generic
pipeline
Basics
right
Silos

7. Creative potential not fully used
Learnings / 2017
Several ideas coming from team generated
innovation such as the feature for Mobile App
to measure luggage size with augmented
reality.
However this was a result from particular team
moments, not a regular throughout the year.

8. Digital Structure
2018
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Teams Product Teams Product Teams Product Teams Product Teams

9. Assessment
2018
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Teams Product Teams Product Teams Product Teams
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Teams
Strengths & opportunities
● Within business line
○ Priorities aligned
○ Feature teams to foster autonomy
○ Customer impact not always guaranteed

10. Assessment
2018
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Teams Product Teams Product Teams
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Product Teams
Product Line
Delivery
Manager
Technical
Manager
Product
Manager
Strengths & opportunities
● Across the business lines
○ Difficulties to manage transversal priorities
○ Different understanding on Product Mgmt. & Dev.
○ Isolated actions for continuous improvement
Product Teams

11. Siloed vs. System thinking
Narrow vision Holistic vision

12. The change
2019
New Structure
From self-contained clusters to matricial structure
Consistency across business units
Impact on the culture
To create a common understanding about Product
To created cross team communication/collaboration

13. Portfolio
Management
Technical
Manager
UX
Manager
Delivery
Manager
New Digital Structure
2019
Product Line
Product Teams
Delivery
Principal
Technical
Principal
Product Line
Product Teams
Product Line
Product Teams
Product Line
Product Teams
Product Line
Product Teams
ThoughtWorks
Product Manager Product Manager Product Manager Product Manager Product Manager
Digital

14. Continuous learning from
Customers
Product Discovery
Effective
Product
management & development
Product Delivery
Foster
People
Collaboration
People Interactions
A common Product Culture
Delivering value continuously

15. Our mission
2019
Feedback Loop
Measure
impact on customers,
markets, devices
Initiatives
to prioritise
Stakeholders
to prioritise
Product Delivery
of validated learnings
Learn
from your results, validate your hypotheses
and amend priorities
Build
Experiments & Product Increments
Product Discovery
validate value & demand

16. Our initiatives
2019
OKRs work aligned and
increase focus on outcomes
over outputs
Review flow of value
to measure TTM
and identify bottlenecks
Run experiments to
validate value &
demand before delivery
Run Product Demos
focused on increments
and customer impact
Goals Oriented
Roadmaps to organise
initiatives in Product teams

17. Experiment & learn
Flight Selection Team
Experiment 5
Flight Selection
Experiment 1
Flight Selection
Experiment 2
Flight Selection
Experiment 3
Flight Selection
Experiment 4
Flight Selection
Experiment 6
Ancillary Sales
Experiment 7
Ticket Exchange

18. This is a big experiment.
We only know we will
keep trying to improve
Thanks to all LATAM Digital & Thoughtworks teams

19. Luis Mizutani (ThoughtWorks)
Vanesa Tejada (LATAM Digital)
Thank you