The problem: manual coordination could not support the next stage of growth
As New Balance embraced a more agile way of working, its product processes had to keep pace with the ambitions of the business.
For Mary Grim, Head of Global Digital Operations, that meant looking honestly at the processes and technology that had supported the company to date and asking whether they could support where New Balance wanted to go next.
The challenge centered on a familiar problem: maintaining a common product view across teams. Product information had to be assembled and communicated through existing tools and processes, creating manual work that consumed time and resources while making real-time visibility harder to achieve.
- A common product view was difficult to maintain
Teams accommodated the same underlying product information in different ways, creating extra work and making it harder to maintain a reliable line of sight across the product organization.
- Teams spent time preparing work instead of moving it forward
Without real-time visibility, people spent time assembling information and preparing updates so other teams could understand their work. That effort took time away from planning the line and making product decisions.
- Visibility depended on constant coordination
The lack of a shared, current view created friction in deliverables, communication, and transparency across the organization.
- Existing ways of working would not scale
As New Balance grew and its ambitions increased, processes that depended on manual coordination were becoming less sustainable. The business needed a foundation that could support a more agile future state without adding more complexity.
The solution: prove the workflow, then expand
New Balance started with a focused VibeIQ pilot rather than trying to transform every process at once. The team began with planning and assorting in VibeIQ Plan and Boards, using a live program to prove the workflow before expanding its use.
- Start with a real planning and assortment workflow
Rather than designing a future-state process in isolation, New Balance tested VibeIQ against active work. That gave the team a practical way to evaluate the platform, gather feedback, and establish a foundation for expansion.
- Make adoption familiar
VibeIQ’s app-based experience made it easier for users to get oriented quickly. Once teams were comfortable in the environment, adding capabilities and moving between applications became easier.
- Add teams and capabilities over time
New Balance expanded gradually instead of forcing a disruptive cutover. New user groups were added as the team learned, gathered feedback, and introduced more capabilities. The approach let New Balance prove value in a focused area while continuing to evolve the broader process around it.
“The first time I saw Vibe, that was the first light bulb that went off for me: this could change everything.”
Mary Grim, Head of Global Digital Operations
The results
- A working foundation in as little as three months
New Balance had its first VibeIQ application up and running in roughly three to four months, creating a foundation the team could continue building on.
- Real-time visibility returned time to the work itself
A shared environment for planning and assorting reduced the effort required simply to prepare and communicate product information. Teams could spend more time focused on the product line and the decisions around it.
- Adoption created momentum for expansion
New Balance described user adoption as very good, with some users advocating for broader use. The familiar experience and phased rollout helped the team add capabilities without introducing unnecessary complexity.
- The rollout continued beyond the initial pilot
New Balance began with planning and assortment and continued adding user groups, applications, and capabilities over time. Rather than treating implementation as a one-time cutover, the team built momentum by proving a workflow, gathering feedback, and expanding from there. Leadership remained positive about the direction of the program, with confidence in the rollout and continued investment in the work.