PwC · Technology / Organization · Intermediate · 25-35 min

Transition from project to product-based delivery model

Transition from project to product-based delivery model is an intermediate PwC technology / organization case interview that runs 25-35 min. Define product operating model, transition strategy, and expected financial impact. A strong answer works through 5 phases: Product portfolio strategy; Go-to-market changes (sales, marketing, pricing); Organizational redesign and roles; Financial model and transition cost; Talent and capabilities required.

Last updated 2026-09-05

The brief

A large enterprise software company has historically delivered solutions through project engagements. Market is shifting toward SaaS products and ongoing customer relationships. Redesign the business model from project to product, including go-to-market, organization, metrics, and incentives.

How to approach it

  1. Product portfolio strategy
  2. Go-to-market changes (sales, marketing, pricing)
  3. Organizational redesign and roles
  4. Financial model and transition cost
  5. Talent and capabilities required

What a strong answer does

  • Define product operating model, transition strategy, and expected financial impact.
  • Launch 3 product lines with dedicated teams, shift sales model to subscriptions, establish product management discipline, restructure P&L from projects to products, retrain sales and delivery teams.

Practice drills

  • Define which customer segments and use cases should become products vs. remain projects.
  • Model revenue and margin shift from project to SaaS model.
  • Design new organizational structure with product teams, shared platforms, and customer success.
  • Outline a 2-year transition plan with milestones and investment.

Why this case

Tests business model thinking, organizational change management, and ability to align strategy with execution across multiple dimensions.

Adapted from PwC Operating Model case (official sample).

Cases are written in each firm's style, written and reviewed by working consultants; they are not the firms' own published cases.

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