Ingrid Peiniau

CHALLENGES

Creation of a new Design Ops organization to maximize the impact of Design teams within a transforming Product organization.

MISSIONS & RESULTS

• Team Structuring: defining its purpose, missions, and operating principles, in collaboration with the entire team, partner departments, and HR to validate the positioning and job descriptions of employees.

• Team Outreach: consolidation and updating of internal documentation tools and OPS processes, presentation of activities in internal communication forums.

• OPS Project Management and Launch:

+ Team Skill Development: skills matrices, training plans by expertise, onboarding practices.

+ Work Process Optimization: methods for involving Design teams in Release Planning Days, agile management in design sprints, management of Design velocity.

+ Tools Management: license monitoring, UX tools watch.

+ Design System: maintaining operational status and evolving components, studying the industrialization of the DS for multi-brand management while controlling maintenance costs.

+ Definition of creative guidelines and design production conformity checks.

+ Digital Accessibility Management: consolidation of digital accessibility practices in discovery, delivery, and post-production, training offerings, process improvement, coordination of the writing of the Multi-Year Accessibility Plan. Improvement of web conformity by +6 points in 2 years (rate at 77%).

+ Animation of the designer community: revision of community sharing forums, organization of external presentations.

• Managed Profiles (employees and external consultants): Ops Project Managers, Creative Ops, DS Designers, Accessibility Experts, skills=[]

CHALLENGES

Rapidly improve the perceived quality of the new SNCF Connect product under tight delivery constraints. Support B2B development challenges in an emerging MaaS environment.

MISSIONS & RESULTS

• Continuous Improvement Support:

+ Analysis, evaluation, and documentation of the strengths and weaknesses (top irritants) of SNCF Connect journeys, formalization of recommendations with a CRO approach (UX analytics and A/B testing). Conducted 20+ A/B tests per year (example of top AB-test performance: €50M increase in sales volume over 3 months).

+ Redesigned Voice of Customer / UX research / UX analytics approach for identifying top insights prioritized by value and easily actionable by Product teams.

• Web and App Digital Accessibility Management for SNCF Connect:

+ Coordination with SNCF Group internal referents and representatives of PSH/PMR associations.

+ Creation of an accessibility conformity control role to ensure 100% conformity of Design productions before transmission to developers >> web conformity improved by 10 points and a commitment on the application that improved average conformity per page by 5 points.

+ Creation of a functional and experiential disability expert role to support studies on PSH/PMR user needs and lobby for the prioritization of valuable features (unified booking tunnel for all including PMR/PSH needs; travel time or accessibility filters).

• Structuring of Service Design activity:

+ Needs assessment, recruitment, service offering definition, internal marketing of the activity.

+ Strategic studies conducted: B2B activity, optimization of customer support processes, professional strategy, community travel information.

• Managed Profiles (employees and external consultants): CRO, A/B test developers, service designers, Accessibility & Disability project managers, skills=[]

CHALLENGES

Transform the UX organization into an integrated Product Design model in a context of crisis and agile industrialization.

MISSIONS & RESULTS

• UX and UI design of user journeys for the OUI.sncf website, application, and chatbot. Management of external consultants for e.VTech tenders.

• Continuous Improvement Support: analysis, evaluation, and documentation of the strengths and weaknesses of OUI.sncf journeys with a CRO approach: UX analytics and A/B testing industrialization, production capacity increased from 10 to 45 A/B tests/year.

• User Acceptance Testing Management: end-to-end verification in the production chain before releasing versions. Issuance of GO/NO GO opinions.

• Management of strategic experiential programs (Design Strategy): compilation of business/market/user analysis reports, gap analysis, benchmarks, opportunity study reports, and associated recommendations.

• Management of organizational/business transformation projects:

+ UX/UI to Product Design: progressive pooling of UX and UI expertise, evolution towards Product Designer roles (reduction of external staff, revision of job descriptions, training plans, pairing, change management support for POs and tech leads). Transition to a studio format to ensure better cross-functionality, continuity, and simplicity: scrumban operation, with sprint and user story management via Jira. No impact on production and increased visibility on our production capabilities.

+ User Acceptance Testing to Accessibility Experts: internal mobility to IT QA positions, transition to Accessibility conformity management roles within Design and Product teams.

+ Recruitment of the first UX Writer.

+ Structuring of SNCF Connect teams: skills transfer, maintenance of OUI.sncf run, team motivation.

• Crisis Management: COVID management, OUI.SNCF > SNCF Connect transition, skills=[]