From 87 fragmented initiatives to one global transformation portfolio.

A fragmented digital landscape.

Digital initiatives had emerged independently across Supply Chain, Marketing, Sales, Customer Service, HR, Quality and Medical Affairs. More than 110 websites were active, no global omnichannel strategy existed, and the organisation lacked a shared framework for prioritising investment.

With sponsorship from the CEO and VP Supply Chain, I was asked to bring structure, strategic direction and enterprise-wide governance to the transformation.

One direction, shared across the enterprise.

I mapped 87 initiatives and facilitated four strategic workshops spanning pre-sales, sales, post-sales and employee experience. The work consolidated the original landscape into 17 enterprise programmes with business cases, a three-year investment portfolio and a governance model presented to the Executive Committee.

• A cross-functional Digital Core Team with executive sponsors
• A 15-person internal transformation team and 110 simultaneous contributors
• A voluntary network of 410 Digital Transformers
• Executive dashboards, portfolio reviews and dedicated product, project and change capabilities

Pilot locally. Scale intelligently.

India and Singapore were selected as pilot markets before solutions expanded across more than 30 countries. The portfolio included customer portals, e-commerce, IAM, technical documentation, employee platforms, digital case management, call-back services and an online catalogue.

The fragmented web landscape was consolidated into one bioMérieux.com entry point, with a common global UX/UI and geolocation-based localisation.

“Nassim did not simply deliver digital projects. He helped establish the system required to deploy transformation at global scale.”