What was the situation?
EBP Informatique ran more than 10 SaaS and legacy B2B products, and a SaaS initiative worth over EUR 1M a year had stalled for more than a year with no business model, while desktop and web product lines drifted apart.
What did ARCHITEKT do?
As Head of Product Transformation in 2021, Anthony Chevalier facilitated a business-model reframing that clarified a EUR 2M economic base and restored strategic direction to the stalled SaaS initiative. He audited tools, practices and flows, then drove org-wide operating-model change via service blueprinting, structured the annual agile planning, and defined cross-product roadmaps aligning the desktop and web product lines. He built and coached a cross-functional team of eight across design and product ownership, and designed a Design System grounded in Atomic Design and accessibility across the 10-plus product lines.
What changed, measurably?
The business-model reframing clarified a EUR 2M economic base and restored strategic direction, an audit of tools, practices and flows drove org-wide operating-model change via service blueprinting, and cross-product roadmaps aligned the desktop and web lines. A cross-functional team of eight was built and coached, and a Design System grounded in Atomic Design and accessibility unified 10-plus product lines.
EBP’s stalled SaaS bet stopped drifting without a business model, so a reframed economic base gave it direction again while a single design system pulled 10-plus product lines back into one system.
How does a stalled SaaS product get moving again?
The initiative had run over a year with no business model behind more than EUR 1M a year of exposure, so the reframing named a EUR 2M economic base and restored a clear direction, carried by a cross-functional team of eight built and coached to hold the cadence.
How do 10-plus product lines share one system?
A Design System grounded in Atomic Design and accessibility, set on top of cross-product roadmaps that aligned the desktop and web lines, gave more than 10 products one shared structure instead of parallel drifting builds.
- Why had the EBP SaaS initiative stalled?
- The SaaS initiative, worth over EUR 1M a year, had stalled for more than a year without a business model; a facilitated reframing clarified a EUR 2M economic base and restored strategic direction.
- How were 10-plus product lines unified?
- A Design System grounded in Atomic Design and accessibility, paired with cross-product roadmaps aligning the desktop and web lines, unified more than 10 product lines.
- What drove the operating-model change?
- An audit of tools, practices and flows fed org-wide operating-model change via service blueprinting and a structured annual agile planning, carried by a cross-functional team of eight across design and product ownership.