Samuel Noel

Structuring and stabilizing an ERP post-merger (SAP ByDesign)

Context

Issues addressed

• Business processes heterogeneous following the merger,
• Multiple operational needs to clarify and align.
• ERP scopes still to be finalized or stabilized,
• Consistency of flows to be secured,
• Adoption of new processes and the new work environment to be supported.

Mission & Accomplishment

• Business workshops, needs clarification and framing,
• Process analysis and harmonization,
• Functional specifications and evolution scoping,
• Coordination between business units, AMOA, integration, applications, and support,
• Flow reliability and change support,
• Stabilization of ERP scopes already in production.

Results

• Business processes clarified and harmonized across several areas.
• Improved flow visibility.
• Reduction of operational friction points related to process inconsistencies.
• Stabilization of the ERP in certain critical production areas.
• Easier adoption of new processes through structured support.

Issues addressed

• Digital journeys to be made truly usable by elderly patients or those less familiar with digital tools,
• Low connection of the product team to the field and to real usage barriers,
• Need to align user needs, business constraints, and product execution,
• Need to validate certain critical hypotheses before integrating into the MVP.

Missions & Accomplishment

• Ownership of subscription, booking, and purchasing journeys for others,
• Identification of real usage barriers through a more field-oriented approach,
• Definition of a product vision centered on accessibility and intuitiveness,
• UX workshops, service blueprints, prototyping, and PoC,
• Backlog, prioritization, sprints, and incremental delivery,
• Contribution to the delivery of 40% of the MVP.

Results

• Delivery of 40% of the MVP on subscription and remote sales journeys.
• Simplification of user journeys in a constrained usage context (patients, seniors).
• Identification and reduction of major friction points in subscription journeys via in-room hospital TV.
• Better consideration of field usage in product design by the digital factory.
• Strengthened alignment between UX, product, and delivery on complex journeys.

Issues addressed

• User need still unclear,
• Unstable product vision,
• Numerous but poorly validated hypotheses,
• Need to translate field learnings into MVP priorities,
• Preparation of initial market tests.

Mission & Accomplishment

• Conducted functional, UX, and market benchmarks on social networks, engaging applications, and emerging models.
• Led a design thinking process to clarify the problem, structure hypotheses, and identify user barriers.
• Conducted surveys, interviews, and workshops to validate hypotheses and better define needs.
• Translated field insights into acceptance criteria, key features, and MVP priorities with the Product Owner.
• Participated in structuring and prioritizing the backlog with a focus on value, feasibility, and validation.
• Co-created the prototype and user journeys with the UX Designer.
• Defined tests, PoC, product tracking, and KPIs to assess MVP viability.
• Coordinated acquisition, activation, and retention actions with growth and customer success teams to prepare for beta phases.
• Contributed to testing phases involving approximately 1,400 beta testers.

Results

• Clarification of product need and target uses in the early-stage phase.
• Transformation of user insights into a prioritized and actionable backlog.
• Structuring of the product's initial components (journeys, features, usage logic).
• Contribution to the design and validation of an MVP aligned with user expectations.
• Strengthened alignment between product vision, user needs, and execution.