DNUM des Ministères Sociaux
Senior Product Coach
Background
The Direction Numérique des Ministères Sociaux (DNUM) launched a major transformation: moving from a project-driven to a product-driven organization, covering over 200 ministerial applications.
My role as Senior Product Coach was to support this transition by training and coaching project managers to become product managers, introducing product methodologies adapted to the public sector, and most of all fostering alignment across entities.
Problem
Public administration operates with different objectives: impact rather than revenue.
Project managers sometimes lacked the mindset, job title and practices required to step into product roles.
Misalignment between business units created silos, duplication, and conflicts.
No structured way to capture and address recurring problems across teams.
A multi-entity organization often creates silos, making vision alignment essential for a successful product transformation.
Methodology
Individual coaching of product managers (Data, AI, GIS…) to build product skills and set up adapted rituals.
Designed a shared methodology and impact-driven criteria to replace revenue as the main success metric.
Introduced analytics and feedback loops to surface recurring challenges.
Worked with fellow coaches using systemic approaches to analyze patterns at organizational level.
Facilitated vision workshops (modified 7P framework):
Mapping of existing actors
Shared vision, objectives, and risks
Concrete outputs: actions and responsibilities to move forward immediately
Supported by visual templates and facilitation techniques
Product Managers often struggled to track projects because of unclear vision, communication issues, and lack of tools.
Solutions & Impact
Initiated the transition from project to product culture across 200+ applications.
Delivered shared templates, methodologies, and impact-driven success criteria.
SCORE case study: co-created product catalog and documentation across entities → validated and adopted in plenary sessions.
Key turning point: shifting from individual coaching to bureau-head workshops, which created:
Alignment across multiple departments
A shared product vision
A stronger sense of ownership and collective momentum
Despite the mission ending due to budget changes, it laid the foundation for a sustainable product organization and new management practices.
