Le Lean Portfolio Agile au service de la stratégie digitale du Groupe Renault
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The document outlines Renault Group's digital strategy and agile transformation initiatives aimed at becoming a digital leader in the automotive industry. It discusses the establishment of a governance framework that connects strategic objectives to operational execution, emphasizing agile methodologies and cross-functional teams. Key performance metrics, value creation, and the importance of quarterly business reviews for maximizing business outcomes are also highlighted.
Le Lean Portfolio Agile au service de la stratégie digitale du Groupe Renault
- 1. 19 & 20 septembre 2023 - Paris, Niort Lean Portfolio Agile at the service of the Renault Group's digital strategy
- 2. PLATINUM SPONSOR GOLD SPONSOR SILVER SPONSOR PARTENAIRE
- 4. Lean Portfolio Agile at the service of the Renault Group's digital strategy M. BALZA, E. SONER, A. SALE
- 5. Head of Digital Performance Office Co-initiative Leader of Value Stream Governance Agile Coach & Value Stream Governance Leader Chapter Leader Agile /Agile Coach Co-initiative Leader of Value Stream Governance
- 6. 6 02 Our journey towards the Agile@Scale FROM PROJECT TO SAFE 03 What is our governance FROM RENAULT GROUPSTRATEGICOKRTO IS/IT INITIATIVE 04 05 06 Next Step GOINGFURTHER AND DEEPER 01 Who are we? RENAULT DIGITAL MB How we drive… VALUES,COSTS,TOOLS How we manage transversality CROSS VALUE STREAMMANAGEMENT& COMMUNITY
- 7. 01 Who are we? RENAULT DIGITAL
- 8. 8 the group's 100%digital subsidiary was created in January 2017. Our missions ? At Renault Group scale, transform, innovate et deliver digital value through our products. Renault Digital relies on expert and multidisciplinary teams that participate in the development of strategic projects, aiming to sustainably transform the automotive industry and the mobility of tomorrow. Presentation MB
- 9. 9 « Accelerating the shift to sustainable mobility for all.» Why RD MB Vision Accelerate your digital transformation to become a Digital Leader 02 03 Delivering digital value value through our products 01 Cultivating digital excellence and spread it within the Group Missions
- 10. 10 Key figures 212 Collaborators 80Digital products developed since its creation >1Md Of digital value generated in 3 years >7000 Group employees trained by Renault Digital teams >550 Group's teams switched to Agile A datalake powered by 230data sources AS
- 11. 11 Professions/ Expertise Areas of expertise: Data, UX, Agile, Techno and DevOps And services and support functions : • Workload entry, staffing & external skills • Digital Performance office • Human resources • Finance and administration • Communication AS
- 12. 02 Our journey towards the Agile@Scale FROM PROJECT TO SAFE
- 13. 13 2016 2018 2020 Includingorganization STABILIZING SHORTER TIME-TO- MARKET SCALING 2015 2017 2019 2021 2022-23 ACCELERATING Agile @teams STRUCTURING Our journey to Agile Agile@team level 1st step Agile@Scale 2nd step Agile@ScaleMB
- 14. 14 Business & Financial metrics Before 2019 2019 Products Adoption Pilot of the HEART framework 2021 2020 Extension worldwide Enablers Implementation Our journey to Value Agile@team level Agile@Scale Agile@SAFe ES 2022 User Value New Value Management categories +Business results
- 15. 03 What is our goverance FROM RENAULT GROUPSTRATEGICOKRTO IS/IT INITIATIVE
- 16. 16 NEW APPROACH BASED ON DIGITAL VALUE STREAMS Being a next gen automotive: Brands/bus &Transversal programs New business expansion Investments for value creation & future growth opportunities Challenges End-to-end value chain approach Investments to maximize value Full linkage between enterprise strategy and operational delivery Why do we need to change governance setting? ES
- 17. 17 Short Cycle Products & Services SERVICES DEVELOPMENT & DELIVERY BUSINESS & SERVICES OPERATION DATA ASSETVALORIZATION & NEWBUSINESSSERVICES OPERATION COSTSOPTIMIZATION Long Cycle Products & Services Digitized Vehicle Development Efficient Industry Sales & Customer Care After-sales Retail & Indep. After Market New End-to-end Supply Chain PRODUCTIVITY & TIME TO MARKET DECARBONATION& PRODUCTIVITY BUSINESS& CUSTOMERATTRACTIVITY CUSTOMERATTRACTIVITY& MARKETSHARE KEY BUSINESS RESULTS DECARBONATION& STOCKREDUCTION Plan / Monitor / Control Finance & Purchasing IS/IT & Cyber Quality People, Workplace & Compliance 1 2 3 4 5 6 7 8 GOVERNANCE&STEERING MTP steering structured around 2 value chains ES Steer transfo
- 18. 18 Strategic OKR 3 - 5 years Roadmap initiatives MMF 1 week to 3 month Mono-product Stories Few days Initiatives ~12m Multi-products Digital steering committee Digital transversal committee Comex Stakes 1-3 years Strategic level Digital VS steering committee Digital VS execution committee Tactical level Delivery level VS Team Strategic Portfolio Ref. Team Agile Coach & RTE • DigitalPerf Office • Agile Pole • Enterprise Architect • DigitalPerf Office • Agile Pole • PMO • Enterprise Architect • Controller Big picture with value stream governance AS Value Stream
- 19. 19 Our Governance Flow ES 1 STRATEGIC LEVEL 2 TACTICAL LEVEL Quarterly Business Review Governance Authority VS Steering committee VS Steering committee VS Execution committee VS Execution committee VS Steering committee VS Execution committee Digital transversal Committee VS Strategy Delivery follow up Deployment management & transversality matters Demo, Call to action, feedbacks Group Digital strategy Quarterly Weekly Monthly Weekly / Monthly Quarterly • COMEX • EVP IS/IT • CIO Deputy • Controling • Capacity • Perf office • Architecture • Agile • VS IT & Business leaders • EVP IS/IT • VS IT & Business leaders • EVP IS/IT
- 20. 20 Life cycle initiative and governance AS FUNNEL EXPLORATION EXPLORATION IT FRAMING READY IMPLEMENTATION DONE MVP Release 1 Release 2 Business Owner InitiativeOwner EC EC EC EC = Execution Committee VS SC = Value StreamSteeringCommittee ProductOwners VS SC EnterpriseArchitect Solution Architect Agile coach Digital PerformanceLeader Give strategic orientations & priorities Go / No Go base on business case Go / No Go implementat ion scenario Validate and prioritize Initiative Keep going or Stop
- 21. 21 New Value Stream roles AS Sponsor Leader Business Leader IT Initiative Owner VS Budget Vision and VS scope Aligne VS Portfolio Strategic with Group Stratégie Quaterly business results VS Sterring committee Works with IT and Biz VS Lead Helps tackle VS investment budget and priorities issues VS vision, roadmap, busget, value, priorities Supports the digital strategy of its business Business Results and value VS Sterring committee Execution committee Co-lead VS with IT Leader Nominate the business stakeholders Helps tackle VS priorities and value creation issues Capacity & skills Optimize investments & maximise value Align strategy and execution Align VS Strategic Portfolio with Group Digital Strategy VS Delivery VS Sterring committee Execution committee Co-lead VS with Biz Leader Works with IT and Biz lead from other VS Helps tackle VS capacity & skill issues Initiatives and synchronize in the products all contributions Focus on the « what » with a 3-, 6- and 9-month vision Initiative results and value PI Planning and demo IT counterpart is an IT Director or a Domaine Leader Helps tackle initiative issues
- 22. 04 How we drive ? VALUES,COSTS,TOOLS
- 23. 23 Transformation disposal MB Agile Coach T&O (executive secretary) PMO IT / Biz Digital PerformanceOffice EnterpriseArchitect ISIT Controlling VS Deployment team Initiative Owners Digital Perf office director Esra Soner Agile ChapterLeader Mehdi Balza Strategic level Tactical level Delivery level Value Stream IS/IT & Cyber Value Stream Execution committee Value Stream Transformation committee Weekly Monthly PIP/RPE / Product Planning PIP/RPE / Product Planning Quarterly Quarterly + Initiativeweekly follow up Our Group metamorphosisis executedwith excellence to make the next-gen automotive companyreal
- 24. 24 From strategic OKR to Digital Stakes MB BusinessesOKR Countries and/or region CommonStakes Digital Value Stream Digital Stakes Businessresults + Value Common result Co-build strategy Transversality Right granularity Function Engineering After Sales Industry Supply chain
- 25. 25 Product Release A Product Release B Initiative: • Operational response to business(es)challenges • Autonomous • Value objectives MMF MMF MMF MMF MMF MMF MMF MMF Costs will include all team's contribution Value for end-to-end initiative Costs for a single product Value at product level Initiative Initiative Initiative Product Release A Product Release B MMF MMF MMF MMF MMF MMF MMF MMF Go Product Framing and Releases Go Initiative Framing and Releases PO / SM PO / SM PO / SM PO / SM Initiative Owner Digitalproduct Release Release Shift to initiative decision AS
- 26. 26 Dir IS/IT A Dir IS/IT B Value Stream Business results Initiatives Value, cost & capacity management Digital Transversal program MB
- 27. 27 Value-driven portfolio management & prioritization O T H E R C R I T E R I A S F I N A N C I A L V A L U E U S E R V A L U E BASED ON USER -CENTRIC METRICS 80% Target F r a m e w o r k H a p p i n e s s E n g a g e m e n t A d o p t i o n R e t e n t i o n T a s k s u c c e s s BASED ON OPERATIONAL / FINANCI AL METRICS M€ P&L value M€ Additionnal Margin Revenu e Loss Avoid an ce Cost Reduction Cost Avoid an ce BASED ON PORTFOLIO PRIORITIZATION MATRIX B U S I N E S S C O N T I N U I T Y C O M P L I A N C E B U S I N E S S V A L U E S T R A T E G I C A L I G N M E N T ES We are value driven!
- 28. 28 28 ES V A L U E C A T E G O R I E S We are value driven! F I N A N C I A L V A L U E U S E R V A L U E
- 29. 29 Plan & Manage IT resources Initiatives Portfolio Manage Fixed Costs Performance FCPM Steer Value & Delivery Interact w/ business Monitor IS/IT activity & costs Steer Performance Balance between demand & capacity Tools ES • BO • IO • PO • PMO • PMO • VS Leader • Teams • Manager • Product Leader/SM • Controllers
- 30. 05 How we manage transversality CROSS VALUE STREAMMANAGEMENT& COMMUNITY
- 31. 31 Strategic Portfolio Review Quarterly Business Review Deep Dive MTP Jan 23 Feb 23 Mar 23 Apr 23 May 23 Jun 23 July 23 Q1 Quarterly Business Review Q2 Quarterly Business Review Strategic Portfolio Review Metaverse industry Digital MTP Review Workshop data referentials Aug 23 Sept 23 Oct 23 Nov 23 Dec 23 Q3 Quarterly Business Review Strategic Portfolio Review Transversal program status A sample of Portfolio agenda pace New End-to-end Supply Chain 5 Digitized Vehicle Development 1 Sales& Customer Care 3 SERVICES DEVELOPMENT &DELIVERY 7 Business &Services Operation 8 Finance & Purchasing 6 After-salesRetail &Indep. After Market 4 IS/IT &Cyber 6 People, Workplace &Compliance 6 ES Quality&Warranty 6
- 32. 32 Measure Business results & transversaltopics achievement Allocation of investment vs businessoutcomes Accelerationor decelerate Result driven Value creation StrategicDigital stake priorities Quarterly Business Review Trend follow up Maximize value creation Alignment with COMEX Why do we need Quarterly Business Reviews? ES
- 33. 33 Transversals meeting purpose and interactions Quarterly Business Review Governance Authority Digital transversal Committee Cross Value Stream workshop Deepdive Feedback Transversal matters Centralization Build scenarios Transversal impacts Impediments Cascading Sharing Call for action Review Decision taking Priorities MB
- 34. 34 Strategic Portfolio Dashboard Key requests Arbitration scenarios to be proposed to COMEX Quarterly Business Review Reportings ES VALUE YTD Commitment EOY Visib. - Sustainability 50 X kg/veh well to Wheel 100 -Customer satisfation X d Fast Track vehicules delivered within Xd X d - Tech scalability In line Turnover Operational Margin Stocks In line - Tech scalability 40 100 40 50% <100% 40% X d €/vh X d KEY MILESTONES PLANNED DATE REVISED DATE EXPECTED BUSINESS RESULT/VALUE DELIVERY Value (M€) IS/IT Costs (M€) Biz Costs (M€) Subjet submission juin-23 01-sept XX M€ EOY Visibility (M€) 159 32 10 Agile en Seine sept-23 01-nov 4/5 ROTI Commitment (M€) 120 26 10 Review video déc-23 200 view YTD (M€) 68 16 3 VS#Fake - Next Gen automotive - 2023 QUARTERLY BUSINESS REVIEW - Q2 2023 FINANCIALS (M€) PROCESS TRANSFORMATION DIGITAL STAKES 2023 BUSINESS RESULTS ➡ Not to be revealed Guarantee compliance and performance of logistics costs by … - Tech scalability ➡ To do 2023 GLOBAL ROADMAP ➡ DIO (stock value divided by 1 day of turnover) List Group level1/2 processes to be impacted Delivery CO2 compute Reduce the carbon impact of the Renault by optimaizing... Increase customer satisfaction, in particular by reducing customer delivery times … Maximize and secure the Business by improving … ➡ No payment due ➡ Tons of CO2 saved vs 2019 ➡ Reduction lead time ➡ Respect of the turnover budget, MOP and stock of the company Reduce Days of Inventory Outstanding by … 150 14 20 70 10 3 200 20 4 Value (M€) IS/IT Costs (M€) Biz Costs (M€) Commitment (M€) YTD (M€) EOY Visibility (M€) *as of end of May *
- 35. 35 Cross Value Stream Strategic Portfolio Workshop AS Quarterly workshop to manage cross VS issues and transversal program issues > 50 Participants > Value Stream IT/Business Leaders > Large Digital Transversal IT/Biz Program Directors > Enterprise Architects > Digital transformation key actors 3Key words Alignment Transversality Network Topic According to the strategic themes According to Leaders ‘ requests According to transversal program requirements
- 36. 36 Cross Value Stream Workshop example AS The first Cross VS Strategic Portfolio Workshop The 2nd Cross VS Strategic Portfolio Workshop 3Themes Customerrelationship Carbon footprint Vehicleend to end Presentation of MasterData and workshopon Family Data. The objectives : to study the first Use cases, to link use cases to VS roadmap and to identify work teams for the furture.
- 37. 06 Next Step GOINGFURTHER AND DEEPER
- 38. 38 • Set capacity planning concepts within our IT tools and with the controlling • Reinforce cross value stream synergy with participatory budgeting • Challenge our model with the reorganization of the group • Have a complete feedback loop from strategy to delivery to strategy Next step MB
- 39. 39 Thank you!
Editor's Notes
- #14: Avant 2015, l’agile chez Renault a émergé dans quelques équipes de early adopters qui testaient l’agile et le scrum dans de petites équipes. En 2016, pour répondre à la demande des Métiers de réduire le time-to-market des produits développés par la DIR, certaines de nos équipes se sont organisées en agile avec la promesse de livrer une première version en 4 mois. La naissance de RD a permis d’encore accélérer le déploiement des cadres agiles dans les équipes IT en accelerant aussi la formation et l’embarquement des Métiers dans les rôles de PO. En 2018, nous nous reorganisons en matriciel chapiter = responsible des compétences et partage des pratiques /domain = devéloppement collaborative de produits pour appuyer encore plus le déploiement de l’agile dans les équipes et répondre aux enjeux de réutilisabilité et de partage des compétences et des pratiques A ce moment, l’enjeu principal est d’organsier les contexts multi-équipes pour favoriser la synchronization entre les équipes avce le déploiement d’organization à l’echelle en train avec la pratique des Release Planning Etendu Un autre de nos enjeux à ce moment-là est la gestion des priorisations entre équipes avec le déploiement du PPM. Ce premier pas vers l’agile à l’echelle ne s’est pas fait en un jour ! En 2020, Luca De Meo arrive à la tête de Renault et partage la Renaulution, une acceleration du redressement du groupe et de sa mutation vers une entreprise Next Gen. Nous avons implemnté de Nouvelles pratiques comme les OKR pour aligner nos équipes avec la stratégie de l’entreprise. Dans la continuité de notre voyage en agile, pour amplifier cet alignment vertical et la bonne articulation entre portfolio stratégique et portfolio opérationnel, deux périmètres de la l’IT deploie SAFe avec l’intention d’embarquer tous les niveaux. Ce qui va être l’objet de la suite de la présentation
- #15: A retravailler 2019 : Renault digital value approach based only on Business & Financial metrics. Strong need to complete the approach with user-centric metrics S1 2019 : Setup of a new KPI “Products Adoption” measuring the number of active users vs. a deployment target Launch of a transversal Value Squad with a stream dedicated to find a good approach for User Value 2020 Value Squad continues to support implementation and share inter-functions’ REX in order to enhance HEART usefulness on teams’ level
- #19: Penser à donner clé de vocabulaire A simplifier
- #20: Simplifier avec les responsibilité Expliquer pourquoi on a une gov authority par participatory budgeting et rajouter le cross VS A revoir pour parler de transversalité et d’arbitrage et de gestion des budgets
- #21: A refaire Mehdi Garder les étape et la gouv
- #22: Retarivailler vers OKR et nouveaux rôles Operationalize a co-build strategy with business on digital transformation supporting business transformation 3 to 5 digital strategic objectives: Inspirational, the intent Address transversality issue with many business stakes to converge on a few digital stakes where we want to invest on the 3 to 5 coming years One or a few KR per objective on 1-, 3- and 5-years horizon. Measurement of business output will increase alignment and accountability of teams Address the upper level of portfolio at the right granularity with multiple year visibility before digging into detailed initiatives per year Will allow yearly definition and prioritization of initiatives linked directly to these digital strategic stakes
- #24: Retarivailler vers OKR et nouveaux rôles Operationalize a co-build strategy with business on digital transformation supporting business transformation 3 to 5 digital strategic objectives: Inspirational, the intent Address transversality issue with many business stakes to converge on a few digital stakes where we want to invest on the 3 to 5 coming years One or a few KR per objective on 1-, 3- and 5-years horizon. Measurement of business output will increase alignment and accountability of teams Address the upper level of portfolio at the right granularity with multiple year visibility before digging into detailed initiatives per year Will allow yearly definition and prioritization of initiatives linked directly to these digital strategic stakes
- #25: Retarivailler vers OKR et nouveaux rôles Operationalize a co-build strategy with business on digital transformation supporting business transformation 3 to 5 digital strategic objectives: Inspirational, the intent Address transversality issue with many business stakes to converge on a few digital stakes where we want to invest on the 3 to 5 coming years One or a few KR per objective on 1-, 3- and 5-years horizon. Measurement of business output will increase alignment and accountability of teams Address the upper level of portfolio at the right granularity with multiple year visibility before digging into detailed initiatives per year Will allow yearly definition and prioritization of initiatives linked directly to these digital strategic stakes
- #26: A simplifier dans le texte et mettre lien avec business results. Rajouter les points importants de ce que nous regardons
- #28: Fusionner avec 18 et 19 A garder
- #29: A mettre avec la partie 3 faire un faux financial value
- #30: A simplifier avec le scope high level et les benefices
- #33: The Digital Mid-term Plan is based on digital stakes that are business results driven, the assessments of these business results is key to measure the progress of the digital stakes and the achievements reached on transversal topics such as master data and transformation processes. To maximize the value creation and growth opportunities, it is necessary to ensure the right allocation of investments regarding the business outcomes. The Leadership Team requires insights from the Value streams to decide the digital stakes to accelerate or decelerate in order to address the challenges and priorities regarding the strategic context. A new approach based on quarterly business reviews to be set up to Align the Leadership Team with an accurate vision of the Digital MTP Bring insights on the business results progress through regular assessments Ensure maximization of value creation through the right allocation of investments
- #35: Slide globale reporting avec le purpose du reporting ( afusionner avc le 41)
- #39: Revoir les apprentissage ave cle Retex