Portfolio/Electrolux

2020–2022

System / Ownership Experience

Shifting Electrolux from the moment of purchase to the lifetime of ownership

A global program to shift appliance ownership from one-time purchase thinking toward lifecycle services, support, onboarding, repair, and repurchase.

I developed and led the global program, aligning geographically independent business areas around one ownership journey, roadmap, and operating model.

  • Service Design
  • Connected Products & Services
Ownership Experience reframed the relationship with customers around the full life of an appliance: from onboarding and use through service, repair, and repurchase.
Ownership Experience reframed the relationship with customers around the full life of an appliance: from onboarding and use through service, repair, and repurchase.
Company
Electrolux
Role
VP Digital & Service Design
Period
2020–2022
Type
System
Delivery
Global program + operating model

Contribution

Developed the vision, priorities, lifecycle journey, accelerator, service-design capability, and global alignment.

At a glance

  • Board-level program
  • Global roadmap
  • 4–5× duplicated effort
Globalconnected servicemobileservice design

Context

Shift from the moment of purchase to the lifetime of ownership

OX is short for Ownership Experience: the customer experience of owning and using an appliance throughout its lifetime.

In Electrolux's case, ownership had never been structured as a coordinated global program. The operating model still centered heavily on retail distribution channels, while the people actually using products at home were increasingly expecting direct support, services, and connected experiences.

Ownership Experience strategy
Since 2019, OX has been a core pillar of the Electrolux corporate strategy with board-level reporting.

Challenge

Coordinate a global journey across independent businesses

The challenge was cultural as much as digital. Moving a manufacturing and retail-driven business toward a customer journey and services model required new incentives, new capabilities, and new ways of coordinating across business areas.

My responsibility was to develop and lead the overall program. Each geographical business area had its own P&L, priorities, organizational structure, and budgeting process. There was overlap in the solution space, but many teams were recreating similar solutions from scratch, resulting in 4x-5x duplication of cost and complexity.

My contribution

Create the vision, roadmap, and operating model

  • Developed the overall OX vision, priorities, and internal alignment
  • Created the OX Accelerator to structure change management
  • Designed and launched the Electrolux User Journey
  • Aligned business areas around one roadmap and common solution spaces
  • Brought service-design methods into a product-oriented business unit
Ownership Experience results
A major accomplishment was aligning business areas around one global OX roadmap, reducing duplicated effort and making the operating model durable.

The work helped create a new global OX group focused on onboarding, ongoing use, service and repair, and recycle and repurchase. It also brought service-design methods into a product-oriented business unit.

Outcomes

Make ownership a durable global capability

  • Created the OX Accelerator to structure change management toward the new business area
  • Developed the overall OX vision, priorities, and internal alignment
  • Designed and launched the Electrolux User Journey
  • Built solutions for onboarding, ongoing use, service and repair, and recycle and repurchase
  • Improved customer engagement through personalized content, usage guidance, and support access
  • Helped increase consumables, accessories, and extended warranty sales
  • Integrated service-design methods into a product-oriented business unit

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