Supporting the Digital Department in its transformation

Customer issues

At the end of 2020, the SNUM's management wanted to take a step back and look at its positioning and operating methods in order to review its position in relation to the Ministry of Justice's business divisions and to clarify its priority areas for transformation over the next few years.

The Tasmane approach

Tasmane thus assisted the SNUM management at the end of the year 2020 in taking a step back from its ecosystem, its raison d'être and its challenges.

Then, in 2021, based on themes set by management, Tasmane led workshops with more than a hundred SNUM agents to identify the priority actions of the transformation, formalize the strategic axes and the overall implementation trajectory of the vision, in order to federate the teams around clear and shared objectives.

On the basis of this vision, the shared optimizations have been structured into some fifteen action plans, supported by internal staff in charge of steering the associated roadmaps.

Finally, Tasmane supported the SNUM in launching this dynamic, with the associated governance andchange management actions.

Impacts for the client

• A clear VISION of the transformation, and formalized strategic axes
• Refocusing on the Ministry's strategic priorities, and in particular on the services provided to users and businesses (user path, product approach, notion of value provided by the services, etc.)
• The coherence of the various initiatives within the SNUM (Cloud, Agile, DevOps, Portfolio management...), with a global and transverse vision of the transformation, and the successes of the period
• Bodies and practices that encourage cross-functionality and information sharing
• Dedicated operational support for certain areas, accompanying teams in the field, with expertise and feedback