If digital transformation sounds like just another corporate buzzword, it’s worth taking a closer look. Chantal Donaldson-Foyer, Head of Product Operations at Decathlon Digital, discussed what works, what doesn’t, and what product managers can do to move things forward. With over a decade of experience in B2C, B2B, and internal product roles, Chantal knows firsthand how challenging change can be in big companies.
What digital transformation really means
Many companies move a few of their usual processes, calling it digital transformation. But it’s not enough: the entire process must be rethought to ensure cohesion and relevance across the entire organisation.
Chantal gave an example of what real transformation looks like with passport applications.
- Old way: an entirely offline process where users wait in line, fill out paperwork, and go home. It takes a couple of months before users are notified to come pick up their passport, in person.
- Digitised version: same process with one step made digital. The form is downloadable online and needs to be filled out at home. Users need to submit the form, have their photos taken, and pick up their passports in person.
- Digital transformation: what it truly means to go digital. All steps are submittable online, users take a photo on their phone, pay digitally, and receive their passport in the mail.
Why this matters
For many organisations, digital transformation is about survival. Newer competitors are built from the ground up with digital in mind. They can move faster, deploy solutions and iterate more efficiently, outpacing traditional businesses stuck debating roadmaps.
Here’s where companies are starting to see changes:
Digital is no longer just IT’s responsibility. It used to be that teams like marketing or sales would request IT’s help, with IT acting as a service provider. Now, digital teams set their own budgets, priorities, and strategies rather than waiting on requests.
Some teams adapt faster than others. E-commerce teams, for example, can track revenue and user behavior in real-time, making it easier to prove their value. But supply chains and other operational teams often rely on legacy systems, making change much slower.
Companies frequently shift between models. Some invest in user research and agile teams, only to realise costs are too high, and switch back to project-based management. Currently, some companies are shifting back to a project-driven model for certain types of projects, after years of pushing product-led strategies, often without fully considering the long-term impact on innovation and adaptability. Chantal highlighted that while product-led approaches foster innovation, project-based models can feel more predictable to executives, especially in uncertain times. She insisted on the fact that there is a space for project and product to co-exist, it's about finding the right balance.
What product managers are up against
Product managers are in the middle of this shift and often deal with:
- Constantly needing to explain what they do.
- Navigating outdated budget cycles planned 18 months in advance.
- Dealing with product decisions dictated by executives instead of focusing on real user needs.
- Facing resistance from departments clinging to old structures.
- Juggling high expectations while being given little autonomy.
Practical steps for PMs
Chantal gave some strategies to make a difference as a PM.
Build your resilience
Think long-term. Expect pushback, as well as slow progress. Keep going anyway. Real change takes years, not months. Even small steps in the right direction add up
.
Identify weak signals. Notice small signs of change. When an exec starts talking about user research, or when a department experiments with a new process, that’s a step forward! Change happens in increments, and noticing them keeps motivation up.
Find your communities. Look for other PMs to trade ideas with, compare notes, and remind yourself that you’re not alone in this struggle. Internal communities help, external ones can give fresh perspectives.
Get stuff done
The strategy is delivery. Deliver value consistently, even in small increments. By showing progress regularly, stakeholders stay engaged and confident in the transformation process.
Tell the “how” of your successes. Share how things happened, not just what happened. Show the steps, stakeholders need to understand how and why it happened. Transparency builds trust and support.
The “poop” umbrella. Protect your team from distractions. Politics, meetings, and executive management can derail progress. Strong product leaders protect their teams to allow them to focus on really delivering.
Collaborate
Explain your job again. And again. People don’t change how they think overnight. Repetition is part of the process. Try to think of what makes sense to your listeners when explaining processes. PMs often use product-specific terms like “scrum” or “user stories”, which aren’t always familiar to stakeholders. Adapt your vocabulary to your listeners.
Find an insider ally. Someone in finance, HR, or operations who understands how things work behind the scenes. They can help clear roadblocks, advocate for you in meetings you aren’t in, and make bureaucracy work in your favor.
Curiosity x humility. Seek to understand existing processes rather than dismissing them. Figure out their purpose. It’s easier to introduce better ideas when you understand what you’re replacing.
We also discussed a few other topics:
- Balancing long-term transformation with short-term business demands.
- How PMs can frame their work in business terms, showing how iterative delivery builds long-term resilience.
- Tactics for gaining buy-in from stakeholders, from leveraging internal champions to crafting compelling narratives that align with leadership priorities.
- Career growth in product management. Chantal emphasised the importance of mentorship, cross-functional experience, and the ability to navigate corporate dynamics.
Real change takes grit
Digital transformation is far from a quick fix. Companies make progress, then backtrack. A new process gets introduced, then buried under old habits. The big takeaway? More than just new technology, true digital transformation is about shifting how people work and think.
PMs need to push forward, stay flexible, and be smart about when and how they challenge the status quo. Of course, expect hurdles along the way. How to get executives to buy in, how to manage digital shifts across different markets, and how AI is changing product roles.
Here’s a reality check: PMs who keep adapting, communicate clearly, and stay persistent will be the ones who drive change. The ones who don’t risk staying stuck fighting the same battles.
Nobody said this would be easy. But the best PMs don’t wait for permission to make things better. They just start doing it!
