Context
In the IT department of Safran Aircraft Engines, two IT teams were involved in projects with complementary roles but sometimes non-aligned operating modes.
A project to improve IT value streams therefore emerged with this plan: a first half-day of presentation of the respective teams, a one-day seminar with collaborative workshops, and finally a follow-up of post-seminar actions.
The objectives of the project were to create a collaborative framework allowing for:
reduce the silos between teams
improve communication
identify and treat dysfunctions
define concrete improvement actions.
Since the creation of AXA GO in 2019, purchase requests were mainly managed through emailed exchanges. This process presented several major roadblocks:
Difficulty identifying purchase categories: Employees were often lost when faced with the different categories and their classification.
Lack of clarity in contacts: Finding the right purchase contact for a given category or budget required a lot of time and effort.
Risk of error: Requests sent to the wrong contacts added to the confusion and increased processing times.
These frustrations impacted team productivity and revealed a pressing need for centralization and structuring of purchasing processes.
Since the creation of AXA GO in 2019, purchase requests were mainly managed through emailed exchanges. This process presented several major roadblocks:
Difficulty identifying purchase categories: Employees were often lost when faced with the different categories and their classification.
Lack of clarity in contacts: Finding the right purchase contact for a given category or budget required a lot of time and effort.
Risk of error: Requests sent to the wrong contacts added to the confusion and increased processing times.
These frustrations impacted team productivity and revealed a pressing need for centralization and structuring of purchasing processes.
My mission
As a PMO in change management within the IT department of Safran Aircraft Engines (2024-2025), and with the support of my manager, my role was to:
frame the improvement process
structure the analysis of irritants
organize and lead the inter-team seminar
facilitate collaborative workshops
prioritize improvement projects
set up a post-seminar follow-up (instances, reporting, actions).
Note: The content of the deliverables has been modified or hidden in order to preserve the confidentiality of Safran Aircraft Engines' data.
During my training as a change management and transformation officer within the Purchasing group of AXA GO (2023-2024), I was approached by the Transformation & Excellence team for my skills in UX/UI design. My role was to conceptualize and prototype the first purchasing portal of AXA GO.
This mission aimed to centralize purchasing processes, simplify access to necessary information, and reduce errors in order to improve the productivity and effectiveness of the teams.
Note: The content of the prototype has been modified to ensure the confidentiality of AXA GO's information.
During my training as a change management and transformation officer within the Purchasing group of AXA GO (2023-2024), I was approached by the Transformation & Excellence team for my skills in UX/UI design. My role was to conceptualize and prototype the first purchasing portal of AXA GO.
This mission aimed to centralize purchasing processes, simplify access to necessary information, and reduce errors in order to improve the productivity and effectiveness of the teams.
Note: The content of the prototype has been modified to ensure the confidentiality of AXA GO's information.
SEARCH
A structured assessment of operational pain points was conducted with both teams. Several recurring issues were identified:
limited visibility on roles and responsibilities
communication and follow-up challenges between teams
bottlenecks in certain technical processes
documentation and standards that were sometimes difficult to interpret or apply
These issues had a direct impact on the overall flow of IT projects and on cross-team coordination.
The starting point was to determine the needs of our collaborators regarding the portal.
Categorization of purchases (by type, budget, priority, etc.).
Definition of key information for each category.
Centralization of the contact details of the referents.
The starting point was to determine the needs of our collaborators regarding the portal.
Categorization of purchases (by type, budget, priority, etc.).
Definition of key information for each category.
Centralization of the contact details of the referents.
Ideation
On the day of the seminar, the participants were divided into four groups: one per issue.
The morning was intended to analyze the root causes of these irritants and prioritize the first emerging ideas.
The afternoon was devoted to the construction of an action plan on a retained idea and its presentation in front of the other participants as well as the sponsors of the seminar (team leaders).
Procure on the GO is the ultimate online purchasing portal designed to simplify and streamline the procurement process across various categories, which also includes creating a visual identity for the portal. To engage stakeholders in its development, a questionnaire was sent to 80 buyers from the Group in France to find out what values best represent the Group: negotiation, innovation, and service to all AXA GO entities.
Use of Adobe Illustrator for the design of the logo and brand identity. The name of the portal is a play on the word "GO," referring to AXA GO. Doing something "on the go" means doing it in a very active manner, which perfectly represents the group's purchasing.
Procure on the GO is the ultimate online purchasing portal designed to simplify and streamline the procurement process across various categories, which also includes creating a visual identity for the portal. To engage stakeholders in its development, a questionnaire was sent to 80 buyers from the Group in France to find out what values best represent the Group: negotiation, innovation, and service to all AXA GO entities.
Use of Adobe Illustrator for the design of the logo and brand identity. The name of the portal is a play on the word "GO," referring to AXA GO. Doing something "on the go" means doing it in a very active manner, which perfectly represents the group's purchasing.
DESIGN
The results obtained at the end of this day allowed:
the identification of several priority areas for improvement
the clarification of certain roles and responsibilities
the improvement of mutual understanding between teams
the establishment of monitoring and steering bodies
the launch of several operational improvement projects.
Propose a clear, simple, and intuitive solution to facilitate purchase requests.
Ensure quick understanding of the different categories and smooth navigation to the right contacts.
Implementation of the MVP on SharePoint.
Implementation
Thanks to a follow-up of the 4 teams after the seminar, the projects could be developed and implemented in order to improve the IT department’s service offer towards the professions.
Organization of user tests to validate design choices and optimize the user experience across 3 departments (about fifty testers).
Project continued by an industrialization in Service Now.
