Nubank’s solution combined capability building with portfolio controls, so the product mindset could influence both everyday practice and executive visibility.

WorkedDid not

Operating model

Embedded across P&C ¹

Kept as a standalone initiative was not the chosen model

Evidence

Metrics defined and validated ¹

Solutions without validated metrics ¹

Portfolio

Ownership and target employees mapped ¹

Low-value solutions retained was not the chosen outcome

Visibility

Central public dashboard ²

Limited portfolio accountability was reduced by the new mechanism

Nubank got there by pairing structure with learning. P&C3D was embedded into the wider People & Culture organization, while knowledge centers, UX research repositories, and mentoring connected HR practitioners to Product & Design expertise. ¹ The readiness assessment gave the function a way to discuss maturity and progress rather than relying only on intuition. ²

The operating model then reinforced its own standards. Every active solution was mapped with ownership, target employees, problem definitions, and analytics, and 100% of active solutions had that mapping. ¹ The public dashboard made the portfolio visible, while stricter management removed over three low-value solutions. ¹

Fintech Nubank embeds product and design mindset into HR, surprising with rapid metric improvements