Présenté par Aurélie Sale (Renault Digital), Mehdi Balza (Renault Digital) et Esra Soner (Renault Digital) à Agile en Seine le 20 septembre 2023 Dans la continuité de la transformation de Renault Group démarrée en 2017, les équipes IS/IT & digital mettent en place le Lean Portfolio management inspiré de SAFe. Cette nouvelle gouvernance du Portfolio Digital est un des leviers pour accélérer la phase de « Revolution » du plan stratégique de Renault Group et répond à l’ambition d’être la Next Gen automotive company. Les équipes de déploiement composées du Performance Office, du Pole Agile, des PMO et des Entreprise Architectes déploient une gouvernance et des outils qui maximisent le opportunités de création de valeur et de croissance depuis les OKR du Groupe jusqu’au niveau opérationnel Nous vous proposons de comprendre comment le LPM Renault répond aux enjeux du pilotage transverse aux Value Stream. Notamment comment il aide les Executives et les Directeurs à s’aligner sur la gestion des programmes transverses, au calcul de la valeur et au pilotage budgétaire.

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

3. Posez vos
questions !

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!