OPTIC: supporting a global medical content platform at AstraZeneca

OPTIC was an enterprise digital product used within AstraZeneca to support access to medical content, digital assets and field-facing resources across global teams. The platform needed to help users find, access, organise and share approved content in a clear, reliable and compliant way. The work involved supporting the evolution of OPTIC into a more mature internal digital product, with improvements across content access, user journeys, platform usability, analytics, support processes and roadmap planning. The project sat within a complex enterprise environment with multiple stakeholder groups, business areas, technical teams, compliance considerations and regional needs.

The challenge was not just to maintain a website or digital library. OPTIC needed to operate as a reliable enterprise product. That meant supporting a global user base with different needs, improving how users found and accessed approved content, making the platform easier to use across different contexts, coordinating business, technical and operational stakeholders, supporting migration and platform improvement work, balancing user needs with governance, compliance and technical constraints, turning backlog items, feedback and business requests into clear priorities, improving visibility through analytics and reporting, and supporting release planning and communication across teams. The project required product thinking, not just task delivery.

Taz supported the work as a Digital Product Owner and Digital Project Manager. The role involved helping shape requirements, prioritise improvements, coordinate delivery, support stakeholder communication, track progress, clarify user needs and help move the product forward in a structured way. The work also involved translating between business stakeholders, technical teams and end users so that product improvements could be understood, prioritised and delivered.

The approach focused on bringing clarity to a complex product environment. The work involved understanding user needs and business priorities, breaking large platform needs into manageable delivery items, supporting backlog refinement and prioritisation, helping improve content access and user journeys, coordinating technical and business discussions, supporting platform migration and internalisation work, improving reporting, analytics and visibility, supporting release planning and adoption activities, and keeping stakeholders aligned around what was being delivered and why. The focus was always on making the platform more useful, reliable and easier to manage.

• Treat OPTIC as a product, not just a platform, with proper ownership, priorities and long-term improvement thinking
• Make content easier to find and use through clearer filtering, organisation and user journeys
• Support global consistency while respecting local needs across different regions and business areas
• Improve visibility through analytics and reporting to inform decisions and future improvements
• Keep technical, business and operational stakeholders aligned through clear, consistent communication
• Build with governance, approval processes, access controls and compliance expectations in mind

• Digital product ownership
• Platform improvement planning
• Migration and internalisation support
• Feature discovery and refinement
• Backlog management
• User journey improvement
• Stakeholder coordination
• Analytics and reporting improvements
• Release planning
• Content access improvements
• Communication between business and technical teams
• Ongoing platform support and enhancement planning

OPTIC became a stronger, more structured enterprise digital product, with clearer product ownership, improved platform direction, better stakeholder alignment and a more mature approach to ongoing enhancement. The work helped move the platform beyond simple delivery tasks and towards a clearer product-led model.

This project shows experience in enterprise digital product ownership, complex stakeholder management, platform delivery, product strategy, backlog prioritisation, user experience improvement, analytics-led decision making, regulated industry delivery, cross-functional coordination and translating business needs into digital outcomes.

Most small businesses, churches and founders do not need enterprise complexity, but they do benefit from enterprise-level thinking. The OPTIC experience means Mukoko Studio brings a stronger approach to structuring messy ideas, managing scope, prioritising what matters, thinking about users, planning future growth, building systems that can improve over time and communicating clearly between business and technical needs. Clients get a practical studio, with product ownership thinking behind the work.