Bringing order to a growing ecosystem
Making Scania’s design and experience resources easier to understand, improve, and rely on.
Bringing order to a growing ecosystem
Making Scania’s design and experience resources easier to understand, improve, and rely on.
Bringing order to a growing ecosystem
Making Scania’s design and experience resources easier to understand, improve, and rely on.
Bringing order to a growing ecosystem
Making Scania’s design and experience resources easier to understand, improve, and rely on.
The challenge
As part of Scania’s central digital experience team, I worked with the resources that helped teams build better digital products. Over time, those resources grew into a large and fragmented ecosystem, from guidance and design system material to quality frameworks, platforms, and other shared tools.
The more the ecosystem grew, the harder it became to manage. It was not always clear who owned what, what was still useful, or whether the information was accurate and aligned. The work became about giving the whole system more structure, so our resources could stay useful, reliable, and connected to real user needs and business value.
The challenge
As part of Scania’s central digital experience team, I worked with the resources that helped teams build better digital products. Over time, those resources grew into a large and fragmented ecosystem, from guidance and design system material to quality frameworks, platforms, and other shared tools.
The more the ecosystem grew, the harder it became to manage. It was not always clear who owned what, what was still useful, or whether the information was accurate and aligned. The work became about giving the whole system more structure, so our resources could stay useful, reliable, and connected to real user needs and business value.
The challenge
As part of Scania’s central digital experience team, I worked with the resources that helped teams build better digital products. Over time, those resources grew into a large and fragmented ecosystem, from guidance and design system material to quality frameworks, platforms, and other shared tools.
The more the ecosystem grew, the harder it became to manage. It was not always clear who owned what, what was still useful, or whether the information was accurate and aligned. The work became about giving the whole system more structure, so our resources could stay useful, reliable, and connected to real user needs and business value.
The challenge
As part of Scania’s central digital experience team, I worked with the resources that helped teams build better digital products. Over time, those resources grew into a large and fragmented ecosystem, from guidance and design system material to quality frameworks, platforms, and other shared tools.
The more the ecosystem grew, the harder it became to manage. It was not always clear who owned what, what was still useful, or whether the information was accurate and aligned. The work became about giving the whole system more structure, so our resources could stay useful, reliable, and connected to real user needs and business value.
What I did
Built a shared source of truth for our resources. Gave the team one reliable place to understand resource ownership, purpose, status, and value.
Created a consistent review model. It helped us assess usage, maintenance, alignment, value, and whether resources should be kept, improved, retired, or investigated further.
Set up a monthly review forum. I looked at metrics, feedback, and performance signals, then turned them into management input and follow-up actions.
Mapped the wider resource ecosystem. This made the full picture visible: how resources connected, where efforts overlapped, and where ownership, alignment, or findability needed work.
Improved how resources were structured and shared. This made them easier for the team to manage, easier to explain to stakeholders, and easier for others to find, understand, and use.
What I did
Built a shared source of truth for our resources. Gave the team one reliable place to understand resource ownership, purpose, status, and value.
Created a consistent review model. It helped us assess usage, maintenance, alignment, value, and whether resources should be kept, improved, retired, or investigated further.
Set up a monthly review forum. I looked at metrics, feedback, and performance signals, then turned them into management input and follow-up actions.
Mapped the wider resource ecosystem. This made the full picture visible: how resources connected, where efforts overlapped, and where ownership, alignment, or findability needed work.
Improved how resources were structured and shared. This made them easier for the team to manage, easier to explain to stakeholders, and easier for others to find, understand, and use.
What I did
Built a shared source of truth for our resources. Gave the team one reliable place to understand resource ownership, purpose, status, and value.
Created a consistent review model. It helped us assess usage, maintenance, alignment, value, and whether resources should be kept, improved, retired, or investigated further.
Set up a monthly review forum. I looked at metrics, feedback, and performance signals, then turned them into management input and follow-up actions.
Mapped the wider resource ecosystem. This made the full picture visible: how resources connected, where efforts overlapped, and where ownership, alignment, or findability needed work.
Improved how resources were structured and shared. This made them easier for the team to manage, easier to explain to stakeholders, and easier for others to find, understand, and use.
What I did
Built a shared source of truth for our resources. Gave the team one reliable place to understand resource ownership, purpose, status, and value.
Created a consistent review model. It helped us assess usage, maintenance, alignment, value, and whether resources should be kept, improved, retired, or investigated further.
Set up a monthly review forum. I looked at metrics, feedback, and performance signals, then turned them into management input and follow-up actions.
Mapped the wider resource ecosystem. This made the full picture visible: how resources connected, where efforts overlapped, and where ownership, alignment, or findability needed work.
Improved how resources were structured and shared. This made them easier for the team to manage, easier to explain to stakeholders, and easier for others to find, understand, and use.
Impact
This work gave the team a clearer way to understand, manage, and improve the resources we offered across Scania. Instead of relying on scattered knowledge or individual memory, we could see what existed, who it served, who owned it, and whether it was still creating value.
It also made planning and prioritization more evidence-based. Metrics, feedback, lifecycle status, and ownership became part of regular decision-making, which helped the team identify gaps, reduce overlap, and focus effort where it had the most value.
The biggest shift was that the ecosystem became something we could actively manage, instead of something that kept growing in the background. That made it easier to keep resources useful, accurate, and connected to the people they were meant to support.
Impact
This work gave the team a clearer way to understand, manage, and improve the resources we offered across Scania. Instead of relying on scattered knowledge or individual memory, we could see what existed, who it served, who owned it, and whether it was still creating value.
It also made planning and prioritization more evidence-based. Metrics, feedback, lifecycle status, and ownership became part of regular decision-making, which helped the team identify gaps, reduce overlap, and focus effort where it had the most value.
The biggest shift was that the ecosystem became something we could actively manage, instead of something that kept growing in the background. That made it easier to keep resources useful, accurate, and connected to the people they were meant to support.
Impact
This work gave the team a clearer way to understand, manage, and improve the resources we offered across Scania. Instead of relying on scattered knowledge or individual memory, we could see what existed, who it served, who owned it, and whether it was still creating value.
It also made planning and prioritization more evidence-based. Metrics, feedback, lifecycle status, and ownership became part of regular decision-making, which helped the team identify gaps, reduce overlap, and focus effort where it had the most value.
The biggest shift was that the ecosystem became something we could actively manage, instead of something that kept growing in the background. That made it easier to keep resources useful, accurate, and connected to the people they were meant to support.
Impact
This work gave the team a clearer way to understand, manage, and improve the resources we offered across Scania. Instead of relying on scattered knowledge or individual memory, we could see what existed, who it served, who owned it, and whether it was still creating value.
It also made planning and prioritization more evidence-based. Metrics, feedback, lifecycle status, and ownership became part of regular decision-making, which helped the team identify gaps, reduce overlap, and focus effort where it had the most value.
The biggest shift was that the ecosystem became something we could actively manage, instead of something that kept growing in the background. That made it easier to keep resources useful, accurate, and connected to the people they were meant to support.