AGL is on a journey toward becoming the Utility of the Future.

The AGL growth strategy is framed around optimising the core business, evolving and expanding energy products, and creating new opportunities with connected customers. While the strategic vision is clear, a product strategy was required to turn the vision into actionable opportunity areas for differentiation and new product development.

The Product Strategy feeds into an AGL Product Roadmap, using the concept of Opportunity Areas to create focus for resourcing, capability building, and product team activity, while still allowing the freedom to experiment and iterate with customers on product solutions.


AGL required a product strategy that would be informed by their existing strategic vision and answer three key questions:

1. Where are the connected customer opportunity areas?

2. What are the product initiatives that will deliver customer and business value and allow us to differentiate our offering in-market?

3. How are we going to execute?

At the end of the process we arrived at five product opportunity areas


AGL and IE formed a strategy sprint team with team members from both organisations.

IE brought the engagement plan, strategic framework, and external perspective. Over four two week sprints, we used the IE framework to cover the following key areas: 

  • Market mapping and insights
  • Opportunity area definition
  • Product narrative for each opportunity area
  • High level marketable claims to set their products apart from others in the market

At the end of each sprint we engaged stakeholders from across AGL, including the wider product leadership team, strategy, marketing, digital, and others to share our findings and resolve key questions.


Each had narratives that explained why each mattered and how AGL planned to win with KPIs for each opportunity area, which rolled back up to the overarching KPIs identified in the Customer Markets Strategy.

This work informed a high level implementation roadmap showing which opportunity areas and potential propositions would be developed and by whom.

Other case studies

Looking to solve big problems? Let’s talk.

Partner With Us

Stay in the loop

Get occasional newsletters about IE’s insights. We won’t spam your inbox.
Thank you! You've now been subscribed.
Something went wrong while submitting the form.
IE recognises the Aboriginal and Torres Strait Islander peoples as the Traditional Owners of the lands on which we work, and we acknowledge those communities' continuing connections to their lands, waters, and cultures. We pay our respects to their Elders past and present.