How Adopting an IT Product Mindset Transformed VELUX’s Internal Services

VELUX, the renowned Danish manufacturing company known for its roof windows and skylights that bring daylight and fresh air into buildings, recently embarked on a transformative journey to adopt a product mindset within its IT department. At the 2024 Enterprise Technology Leadership Summit Virtual Europe, Anna Josefin Salomonsson, Head of IT Strategy and Transformation Office, and Henrik Høegh, Senior Manager of Platform Engineering, shared insights into how this shift has revolutionized their internal services and empowered their developers.

The Catalyst for Change

VELUX’s new strategy, which focuses on getting closer to end customers (homeowners), triggered the need for a significant uplift in their IT foundation. This transformation from a B2B to a B2B2C company required new capabilities to support B2C functions, a shift toward composable architecture, platform thinking, and a move from traditional large enterprise projects to more agile products.

Reducing Cognitive Load for Developers

A key aspect of VELUX’s transformation was reducing the cognitive load on developers. Over time, as agile methodologies, DevOps, orchestration, and platform engineering were introduced, the cognitive load on developers increased dramatically. They needed to understand a plethora of tools and applications, which was not feasible. VELUX recognized that the next step was to focus on developer experience and reduce this cognitive load without overburdening the platform team.

Applying Domain-Driven Design Principles

To achieve this, VELUX drew inspiration from domain-driven design principles. They aimed to allow developers to describe their domain using their own language, while the platform’s job was to translate this into the necessary technical requirements. This approach ensured that developers could focus on their core skills and domain understanding, while the platform handled the extraneous aspects that could slow them down.

Introducing Bora: Empowering Developers

VELUX developed a specification called Bora (meaning “sail” in Danish) and a CLI tool to support this new approach. With Bora, developers can describe their service using domain language in a Bora YAML file. The Bora CLI then translates this into an anti-corruption layer called a “plan,” which in turn translates it into CI/CD systems, platform capabilities, orchestration, and cloud computing. This empowers developers with faster feedback and the ability to perform tasks like security scans, container builds, and service releases with simple commands.

A New Way of Working

To support this transformation, VELUX’s platform engineering team adopted a unique way of working. The geographically distributed team, consisting of five men and five women across Northern Europe, operates without a backlog. Instead, they prioritize tasks based on customer needs and distribute ownership among team members. Each domain, product, and component has an owner who can make decisions autonomously, enabling efficient planning and execution.

Building Products with a Customer-Centric Approach

VELUX’s platform engineering team operates like a company within the company, focusing on understanding and addressing their customers’ (internal developers) pain points. They build feedback into their products and prioritize customer satisfaction. By conveying strategy through Wardley maps and tracking metrics like the number of releases, they ensure continuous improvement and adoption.

Expanding the Product Mindset

Encouraged by the success of their platform engineering team, VELUX is now expanding the product mindset to other internal services, such as their data platform and web development platform. By empowering teams that use data or need to build websites, they aim to streamline processes and enhance efficiency across the organization.

The Journey Continues

VELUX’s journey toward adopting a product mindset for internal services has been transformative. By reducing cognitive load for developers, applying domain-driven design principles, and fostering a customer-centric approach, they have unleashed the potential of their IT department. As they continue to refine their processes and expand this mindset to other areas, VELUX sets an inspiring example for organizations seeking to revolutionize their internal services and empower their developers.

In conclusion, VELUX’s experience demonstrates the power of adopting a product mindset within IT. By focusing on developer experience, leveraging domain-driven design, and fostering a culture of ownership and customer-centricity, organizations can transform their internal services, enhance efficiency, and drive innovation. As more companies embark on similar journeys, the insights shared by Salomonsson and Høegh serve as a valuable guide for executives looking to unlock the full potential of their IT departments.

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