Case Study HERE HD Live Map


Uplift Product and
Program Management
to Higher Performance Levels

Case Study

Multinational – World’s Leading Location Platform Company Increases Transparency and Collaboration with SAFe®

Industry: Mapping Data
Division: Highly Automated Driving
Product: HERE HD Live Map

Reach: 100 million cars have HERE maps on board
Load: 5 billion data records processed monthly, 80,000 sources of geo-referenced content

Coaching Level: Leadership/ Program
Coaching Focus: Product/Program Mgmt
Culture Shift: Project to Product Mindset
Impact: Entire Division

HERE continues to lead the way in the automotive industry, working with the vast majority of OEMs on location-based technology that’s at the foundation of today and tomorrow’s vehicle experiences. Their map data and services are found in 4 out of 5 vehicles sold with embedded navigation systems in North America and Western Europe. To date, more than 100 million vehicles have HERE maps on board.

Leadership needed to scale and move from R&D Mindset to Product Delivery Mindset

I worked with business leaders and teams to elevate product and program management maturity and stablize teams thru application of Scaled Agile (SAFe) values, principles and practices.

Product and Program Management shifted culture to become a more collaborative learning culture that delivered value.

Teams stablized and delivered faster.


The Highly Automated Division needed to move towards a product delivery model and mindset.

The key strategic goals for HD Live Map Product involved 3 functional divisions/8 distributed development release trains across many countries at HERE to come together, collaborate and deliver.

The rest of the HERE Organization had embarked on a large-scale Agile transformation and the Highly Automated Drivng teams were finding it difficult to align their work with other teams outside of the division. The challenge for me as a coach was three-fold: the Highly Automated Driving solutions team needed to switch to a product delivery mindset/ increase their speed to market, provide a higher level of transparency to leadership and work more collaboratively with the other teams outside their division.

back to top


Initially, I undertook a 3-week discovery phase, holding several interviews with senior leadership, product managers, program managers, architects, and delivery teams. Through the interviews, I was able to assess:

  • the culture – did the culture support and demonstrate agile values? Did leaders lead from behind or did they command control? Was there trust between the leaders and team members? Did the leaders and teams have a project or product mindset? Did teams adapt to change easily? What happens when a team is late? What about a program?
  • the agile maturity – where was the agile journey the teams and leaders were taking? Was agile something that teams did, or did the leaders model and adopt agile mindsets as well?
  • the current way of working – were the teams consistent? how did they manage dependencies across teams? how transparent were the leaders? what about the teams?
  • the painpoints – what were the pain points? what was getting in the way of high performance?
  • key stakeholder needs – what were the needs of leadership? of the leaders? of the teams? Why did they need these things?

The teams were already utilizing lean-agile mindsets, values, principles, and best practices but the product, program and solution architecture leaders across the 8 development release trains needed a way to stay aligned, get rapid feedback from key customers and stakeholders, and also manage the portfolio and product backlog.

Co-Create a New Culture and Way of Working
In close collaboration with the head of product delivery and the portfolio management team, we came up with the following improvements to help the organization succeed:

  • Created a Culture of Collaboration: Worked with key senior stakeholders, product management, program management and solution architecture to plan MVP and quarterly releases utilizing PI Planning workshops where teams can make critical decisions around capacity and value being delivered.
  • Enabled a Product Mindset and Adopted Healthier Product Backlog Hygene and Management: Created and executed training with Product Managers and Product Owners on how to manage backlogs, manage priorities using a value driven/ data driven prioritization approach, established a taxonomy on how to break down strategic objectives into smaller more manageable value packets and write stories that had clear acceptance criteria.
  • Instilled a Culture of Continuous Improvement: Co-created a continuous improvement culture & backlog to strengthen the program and product management team maturity.
  • Created a Culture of Transparency: Co-created with program managers an aligned way to report status in the scrum of scrums and monthly readouts. Updated Tableau Portfolio Status Dashboard Report to radiate status information clearer.
  • Created a Culture of Continous Learning: Introduced a Program Level Inspect and Adapt (Retrospective) workshop at the end of each quarterly delivery to ensure we capture accomplishments as well as learnings to be applied as continuous improvement activities in the next release.

back to top


After a year coaching, the product and program management teams had matured in the following areas:

  • Product and Program Management shifted from R&D Mindset to Product Delivery Mindset
  • Product and Program Management matured greatly and were able to manage dependencies and risks
  • Teams had greater involvement in building out product roadmaps
  • Teams stablized and had clear priorities

back to top

Let’s explore this Agile World Together. Together is Better.

© Copyright 2022 Agile in 5, LLC. All Rights Reserved.

Terms & Conditions
Membership Agreement
Privacy Policy