The document discusses an effective team structure for product development at Nordea Markets, highlighting the importance of autonomous teams guided by a clear vision. It outlines the challenges of engaging users who are indifferent to the product and the necessity of qualitative and quantitative testing to understand user needs. Key initiatives include integrating domain experts into scrum teams, utilizing cross-functional collaboration, and focusing on delivering impactful products.

1. What a great team structure looks like
for building better products, faster.
Rasmus Landgreen
UX & Design @ Nordea Markets

2. Rasmus Landgreen
UX & Design @ Nordea Markets
37 years old
Education:
Copenhagen School of Design and Technology (everything web)
The Royal Danish Academy of Design (BA, interaction design)
Work:
SaaS companies, startups, coincidentally mostly within news/
publishing, lately in fintech

3. What is Nordea E-Markets?
Account A Account B

4. Around 1200 trades are done daily, totalling at
around 300B Euro running through the platform
yearly
Our users are worldwide
Users all hold some degree in economics, but
digitally rarely someone I'd consider first-
movers. Often more indifferent than curious.

5. How we're organised
+
How I use vision as key motivator
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How I make sure what we build actually matters
I'll touch upon..

6. t
3 autonomous core teams
Loads of help - and dependencies -
from other parts of the bank
Release on-demand.
Several times daily if needed.
Operations
Dev ops, Backend
Trading & Advisory
Services & Insights
Foundations
Product Owners, UX/Design, Frontend,
Backend, Domain experts
Product Owners, UX/Design, Frontend,
Backend, Domain experts
Frontend, Backend
Team structure in
Nordea Markets
Behavioral insights
Product Owners, Researchers,
Anthropologists, ...
Ma
Produ

7. Aligning around building
something fantastic

8. Autonomous teams is the
foundation for getting
somewhere fast.
Getting everyone to believe in
where we're going, is the
foundation for keeping those
autonomous teams motivated.
Motivated, autonomous teams?
Boom.

9. Trading currency is the
equivalent of going to the
dentist.
I just want it over with."
"
– Everyone

10. Obstacle #1:
How do you design an
engaging, immersive
experience for users who just
want it over with?
They didn't choose the product.
They were just handed it.

11. Obstacle #2:
Users have been acquired
through years and years of
analogue, ever-changing sales
funnels - not two have been
told the same story.

12. Scaling our test, make & learn approach - quantitive meets qualitative
During the last year, we've conducted 100 1-hour interviews, user-tests & co-creation sessions. Still,
every new revelation feels like an epiphany, rather than representing 1% of the feedback.
One projects worth of testing won't reveal clear, actionable patterns. A years worth of testing should.
3 initiatives to meet these challenge head on
Domain experts
We're a bank. If we can't tell what data a CFO needs to understand his financials, who can?
Trading experts, advisors and savvy financial people as part of the scrum teams.
Quantitive data - productised
Nordea is built through acquisitions and mergers. One source of data to look at doesn't exist. So we
had to build that.

13. Cross-functional, autonomous teams
There's no other way.
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Driven by vision
Key to dismembering assembly line thinking. Only part of the end user experience is
dictated by my choices, empowering the whole supply chain to work towards the end goal,
will result in a better experience. And it's just more fun to go to work.
+
Handing over something tested
Building something that doesn't have an impact is the worst place you can be.
For the business and the team you asked to build it.
Summary time!

14. Thank you 👋