Circle K eMobility Journey Towards Effective Cross-functional Value Streams Eduardo da Silva, PhD Independent Consultant on Organization Dynamics, Architecture and Leadership (esilva.net consulting | [email protected]) Jan Solhøy CircleK eMobility Chief Product & Technology Officer (CPTO) ([email protected]) 

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3 now 2018 2020/2021 2022/2023 … and adding 2024/2025 NORWAY LAB EXPAND OUTSIDE NORWAY ENTER PRODUCT ENGINEERING ENABLE SPEED AND SCALE FROM START-UP TO GLOBAL SCALE + ESTABLISH FOUNDATION IN NA (US/CA) 

Startup Phase [2018 - 2022] 4 

5 2018 now ⚡EV start to become more widely available ⚡Scent of disruption is in the air ⚡National incentives attractive - boost adoption ⚡Norway as a Lab (project) - Start the experimentation NORWAY AS A LAB 

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7 2021 now ⚡Initial experimentation showed potential ⚡Rigging the Competence Center ⚡Scandinavian expansion was natural next step - 500 CP deployed ⚡Operational hardening is a key focus EXPANSION - OUTSIDE NORWAY ⚡Launch of a full digital charging offer (albeit white label) 

“Looking back, we built a strong foundation — competence, team, and a right to win — preparing us for the next phase. Early trials in Norway and Scandinavia have been invaluable for sustainable scaling.” 8 Håkon Stiksrud Head of Global eMobility 

9 🟠 …however, few years in the journey, the landscape continued to change, and new challenges emerged 

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11 💡these “signals & blockers” informed the needed next steps of evolution 

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13 ✅ Product Thinking (Product & Engineering capability) to support the needed customization ✅ New Core Charging Platform, which allowed to support new features for new needed products 

14 ⚠ …however, after a year or so, there were again some growth challenges 

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16 ⚠ Engineering teams kept implementing changes organically (as per request) without a clear vision ⚠ Product and Technology teams were not aligned (two silos), and kept organically collaborating 

17 ⚠ Extensive in-house development to compensate for missing (and not extendable) core capabilities in platforms 

18 ⚠ “Big Ball of Mud” (BBoM): capabilities, ways of working and teams organization entangled ⚠ Burning Platform: BBoM and unfit external platforms were hindering the journey of exponential growth 

Scaling Up Sustainably [2022 - 2024] 19 

20 Stage 1: design for Speed, Scale and Adaptability Clarify what are the domains and product capabilities Define sourcing strategy for each of the capabilities Define operating model to work effectively Culture and work style - define traits and behavior 💡 💡 💡 💡 OBJECTIVES now 2018 2020/2021 2023 

The platform strategy - the anchors eMobility Core: the Systems eMobility Core: the People Supporting Platform Capabilities Develop Co-Develop Buy Partner 💡Understand + Assess our role the landscape the value chains the core issues 

22 🗺 to start this journey, we began exploring our landscape to understand our important capabilities 

23 Understanding our capabilities >> Value Stream Mapping ● Value Stream Mapping with cross-functional teams and leadership to anchor the process. ● Identified 12 core capabilities as candidate domain boundaries. ● Applied Independent Service Heuristics (ISH) to test and validate the boundaries. ● Used the process to secure leadership alignment and buy-in for the modernization ahead. ISH exercise outcomes 

24 💡 these initial steps provided awareness of the existing “domains of capabilities” and some ideas where to focus on next 

25 💡…furthermore, it also validated we missed “skill and knowledge” to effectively execute the modernization journey 

26 ARCHITECTURE MODERNIZATION (from CK eMobility internal presentation) 

27 Kickstarting Modernization 

28 Kickstarting Modernization: ✅ Where to start? Core domain to position the fundamental platform capabilities for eMobility 

29 Kickstarting Modernization: ✅ Where to start? ✅ Understand situation & all of the different involved perspectives (Product, Technology, Operations, Network, Sales, etc.) 15+ “listening sessions” with people from all of the functions involved 

30 Kickstarting Modernization: ✅ Where to start? ✅ Understand situation & all of the different involved perspectives (Product, Technology, Operations, Network, Sales, etc.) ✅ Who are the strategic leaders and experts that can “pair” with Eduardo & Nick (in the Modernization Enabling Team) 

31 (from CK eMobility internal presentation) 💡Learn more about AMET (Architecture Modernization Enabling Team) here: https://esilva.net/amet 

32 Kickstarting - first EventStorming 

33 First domain mapped 

34 Are they ready for this?? This is going to be a journey for the resilient… 

35 Long-story short: they were ready ✅ It was a long journey, with a lot of challenges, but we managed to “kickstart + execute modernization” on all of the domains 

36 (from CK eMobility internal presentation) 

37 (from CK eMobility internal presentation) 

38 All customer experiences (and needs) Workshop 🎯 align on all of the important “experiences”, essential usage flows and the domains and capabilities needed to support those 

CK eMobility 39 B2B B2C Core Platform(s) External Platform(s) Domain Capabilities Alignment on the fundamental “Product Groups” and teams boundaries [current - next - later] Outcome of 3-day EventStorming Workshop 

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41 Consistent improvement in delivery effectiveness and flow performance Speed (Cycle & Lead Time) → 35% faster cycle and lead times → Work flowing faster through the delivery pipeline Autonomy & less dependencies → +30% improvement in planned vs delivered work Throughput → Higher delivery volume, same WIP Team & Collaboration → Clearer priorities, stronger Product–Tech alignment Focus & Value Delivery → Less refactoring, more customer impact → More effort translating directly to customer impact Platform improvements → Higher uptime & improved transaction success rate 

42 ⚠ Although the product groups were a major step forward, we noticed there were still value flow blockers due to dependencies outside Product & Tech. 

Towards Cross-functional Value Streams [2024 - now] 43 

44 now 2018 2020/2021 2022/2023 2024/2025 🟢 Product groups starting to work well together (important to address all of the refactoring needed with clear cross-team priorities) 🟠 We know we need to improve how Product and Technology works with other functions in the organization CROSS-FUNCTIONAL VALUE STREAMS 

(from CK eMobility internal presentation) 

(from CK eMobility internal presentation) 

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⏪ Time to recap the highlights of our journey 48 

49 EARLY DAYS… Ancient tech Evolving - but fragile Concept evolution - next gen energy station Concept evolution - 2025 version SUSTAINABLE CONVERGENCE now 2018 2020/2021 2022/2023 2024/2025 

50 now 2018 2022/2023 2024 Change will continue … 

Circle K eMobility Journey Towards Effective Cross-functional Value Streams Eduardo da Silva, PhD Independent Consultant on Organization Dynamics, Architecture and Leadership (esilva.net consulting | [email protected]) Jan Solhøy CircleK eMobility Chief Product & Technology Officer (CPTO) ([email protected]) Thank you! (reach out if you have questions) (Soon) Companion article: https://esilva.net/case-studies/ck-emobility-modernization