TL;DR
Peloton’s Product org lacked the shared infrastructure needed to support collaboration, growth, and organizational clarity at scale. I designed a flexible ecosystem of learning and enablement programs to serve 800+ Product team members.
Company
Peloton
My role
Program Manager & Lead Designer
Year
2024
01
Challenge
Product teams needed better ways to onboard, share knowledge, build skills, and stay connected across teams.
Internal data from ~800 Product team members, including quantitative and qualitative surveys and existing program metrics, highlighted how these gaps were slowing new hire productivity, creating knowledge and skill gaps, reducing engagement, and causing misalignment across teams.
time to first PR* for new developers
agree they are gaining the skills needed to grow their careers
agree they could easily find the information and resources needed to do their work effectively.
agree they have insight into roadmaps and priorities of other teams.
agree they are aligned with leadership vision and org priorities.
?????
02
Discovery
We conducted a multi-pronged discovery process* to better understand team struggles and learn from industry best practices.
Further research revealed that initial pain points were symptoms of a broader systemic challenge: Peloton’s Product organization lacked the shared infrastructure needed to support learning and enablement at scale. A single initiative or one-off program wouldn’t suffice. Addressing these gaps required a solution that was embedded, collaborative, systemic, and adaptive.
02
Discovery
Further research revealed that initial pain points were symptoms of a broader systemic challenge: Peloton’s Product organization lacked the shared infrastructure needed to support learning and enablement at scale. A single initiative or one-off program wouldn’t suffice. Addressing these gaps required a solution that was embedded, collaborative, systemic, and adaptive.
*This included 30 interviews with thought leaders, managers, tenured team members, and new hires across Peloton’s Product organization, alongside competitive analysis of high-performing Product teams and desk research into industry standards for onboarding, technical growth, knowledge sharing, and employee experience.
03
Approach
Product teams needed better ways to onboard, share knowledge, build skills, and stay connected across teams.
Internal data from ~800 Product team members, including quantitative and qualitative surveys and existing program metrics, highlighted how these gaps were slowing new hire productivity, creating knowledge and skill gaps, reducing engagement, and causing misalignment across teams.
01
Discover Needs
We delve deep into understanding your brand, target audience, and objectives, unraveling the insights that will shape our creative journey.
02
Design Experience
Armed with insights, our design experts bring concepts to life, seamlessly blending aesthetics and functionality for a visually stunning and user-centric experience.
03
Refine Feedback
We iterate tirelessly, refining our designs based on feedback, ensuring every pixel and interaction aligns perfectly with your brand identity and user expectations.
04
Deliver Project
The culmination of our collaborative efforts results in the delivery of a polished, cohesive digital experience that not only meets but exceeds your expectations.
