May, 20th 2026

Imagining

tomorrow’s PDLC

  • Titre

    Raphael KHALIFA

    Tag

    Tag

    Tag

  • Apolline CHATELIER

    Titre

    Tag

    Tag

    Tag

  • Mathieu SABARLYA

    Titre

    Tag

    Tag

    Tag

  • Jean CHENARD

    Titre

    Tag

    Tag

    Tag

  • Raphael BRUN

    Titre

    Tag

    Tag

    Tag

    Norbert JEFF NADIR

    Titre

    Tag

    Tag

    Tag

    Matthias DUGUE

    Titre

    Tag

    Tag

    Tag

Why are we here?

​

There a shift in the bottleneck from :

​

  • Production to Decision Making
  • Execution to Prioritization
  • Development to Architecture
  • Velocity to Value Creation

​

  • 3 questions we want to answer:

  • Did we reduce time to value?
  • Are we maintaining or improving quality?
  • Are we controlling costs?

Our convictions on this PDLC

The marginal cost of software development is decreasing dramatically,

enabling companies to unlock new sources of value.

Engineering practices must evolve toward an AI-augmented, modular,

interoperable and documented model.​

Governance becomes a critical enabler of augmented delivery.​

Delivery transformation requires a fundamental evolution of skills,

roles and organization.​

Future state of the PDLC

Drop

PDLC

Discover

Design

Deepen

Deploy

Develop

Our Approach

Our goal

At 6 weeks

At 6 months

At 6 Weeks​

​

In the short term, the objective is to establish a consolidated view of the application landscape, engineering practices, and existing capabilities in order to identify the first transformation levers.

​

At the end of this phase, we should have:

  • A mapping of existing AI tools, platforms, and initiatives​.
  • An assessment of team maturity and Product Development Lifecycle (PDLC) practices​.
  • Identification of immediate transformation opportunities and quick wins.
  • An analysis of opportunities to reuse and scale existing solutions.
  • An initial governance framework for AI usage​.
  • A definition of target KPIs to measure the impact of the transformation.

How are we planning to achieve it?

How to succeed?

A little line about what’s being said and who’s saying it.

  • Secure strong executive sponsorship

    Secure strong executive sponsorship

    ​

    Ensure visible and sustained commitment from top management to drive alignment, remove blockers, and reinforce the strategic importance of the transformation

    Focus on tangible quick wins

    Deliver early, visible improvements to build momentum, credibility, and organizational buy-in

  • Reserve key stakeholders’ calendars upfront

    Block the four half-day workshops early to guarantee the participation of business, engineering, architecture, and leadership teams

    Engage all critical stakeholders from the outset

    Especially people outside the PDLC, as the architecture team, compliance or security

    Measure progress and communicate results

    Track adoption, productivity, quality, and business impact, and share outcomes regularly to sustain momentum

  • Adopt a bottom-up, evidence-based approach

    Ground the transformation in operational realities, existing practices, and feedback from teams across the organization

    Establish clear decision-making and governance mechanisms

    Define who makes decisions, how priorities are set, and how risks, costs, and exceptions are managed

May, 20th 2026

Imagining

tomorrow’s PDLC

  • Titre

    Raphael KHALIFA

    Tag

    Tag

    Tag

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • Raphael BRUN

    Titre

    Tag

    Tag

    Tag

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

Why are we here?

​

There a shift in the bottleneck from :

​

  • Production to Decision Making
  • Execution to Prioritization
  • Development to Architecture
  • Velocity to Value Creation

​

  • 3 questions we want to answer:

  • Did we reduce time to value?
  • Are we maintaining or improving quality?
  • Are we controlling costs?

Our convictions on this PDLC

The marginal cost of software development is decreasing dramatically,

enabling companies to unlock new sources of value.

Engineering practices must evolve toward an AI-augmented, modular,

interoperable and documented model.​

Governance becomes a critical enabler of augmented delivery.​

Delivery transformation requires a fundamental evolution of skills,

roles and organization.​

Future state of the PDLC

Drop

PDLC

Discover

Design

Deepen

Deploy

Develop

Our Approach

Our goal

At 6 weeks

At 6 months

At 6 Weeks​

​

In the short term, the objective is to establish a consolidated view of the application landscape, engineering practices, and existing capabilities in order to identify the first transformation levers.

​

At the end of this phase, we should have:

  • A mapping of existing AI tools, platforms, and initiatives​.
  • An assessment of team maturity and Product Development Lifecycle (PDLC) practices​.
  • Identification of immediate transformation opportunities and quick wins.
  • An analysis of opportunities to reuse and scale existing solutions.
  • An initial governance framework for AI usage​.
  • A definition of target KPIs to measure the impact of the transformation.

How are we planning to achieve it?

How to succeed?

A little line about what’s being said and who’s saying it.

  • Secure strong executive sponsorship

    Secure strong executive sponsorship

    ​

    Ensure visible and sustained commitment from top management to drive alignment, remove blockers, and reinforce the strategic importance of the transformation

    Focus on tangible quick wins

    Deliver early, visible improvements to build momentum, credibility, and organizational buy-in

  • Reserve key stakeholders’ calendars upfront

    Block the four half-day workshops early to guarantee the participation of business, engineering, architecture, and leadership teams

    Engage all critical stakeholders from the outset

    Especially people outside the PDLC, as the architecture team, compliance or security

    Measure progress and communicate results

    Track adoption, productivity, quality, and business impact, and share outcomes regularly to sustain momentum

  • Adopt a bottom-up, evidence-based approach

    Ground the transformation in operational realities, existing practices, and feedback from teams across the organization

    Establish clear decision-making and governance mechanisms

    Define who makes decisions, how priorities are set, and how risks, costs, and exceptions are managed

  • Titre

    Raphael KHALIFA

    Tag

    Tag

    Tag

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

  • A small card

    Call out a feature, benefit, or value of your site that can stand on its own.

May, 20th 2026

Imagining

tomorrow’s PDLC

  • Raphael KHALIFA

    Titre

    Tag

    Tag

    Tag

  • Apolline CHATELIER

    Titre

    Tag

    Tag

    Tag

  • Mathieu SABARLYA

    Titre

    Tag

    Tag

    Tag

  • Jean CHENARD

    Titre

    Tag

    Tag

    Tag

  • Raphael BRUN

    Titre

    Tag

    Tag

    Tag

  • Norbert JEFF NADIR

    Titre

    Tag

    Tag

    Tag

  • Matthias DUGUE

    Titre

    Tag

    Tag

    Tag

Why are we here?

​

There a shift in the bottleneck from :

​

  • Production to Decision Making
  • Execution to Prioritization
  • Development to Architecture
  • Velocity to Value Creation

​

  • 3 questions we want to answer:

  • Did we reduce time to value?
  • Are we maintaining or improving quality?
  • Are we controlling costs?

Our convictions on this PDLC

The marginal cost of software development is decreasing dramatically,

enabling companies to unlock new sources of value.

Engineering practices must evolve toward an AI-augmented, modular,

interoperable and documented model.​

Governance becomes a critical enabler of augmented delivery.​

Delivery transformation requires a fundamental evolution of skills,

roles and organization.​

Future state of the PDLC

Drop

PDLC

Discover

Design

Deepen

Deploy

Develop

Our Approach

Our goal

At 6 weeks

At 6 months

At 6 Weeks​

​

In the short term, the objective is to establish a consolidated view of the application landscape, engineering practices, and existing capabilities in order to identify the first transformation levers.

​

At the end of this phase, we should have:

  • A mapping of existing AI tools, platforms, and initiatives​.
  • An assessment of team maturity and Product Development Lifecycle (PDLC) practices​.
  • Identification of immediate transformation opportunities and quick wins.
  • An analysis of opportunities to reuse and scale existing solutions.
  • An initial governance framework for AI usage​.
  • A definition of target KPIs to measure the impact of the transformation.

How are we planning to achieve it?

How to succeed?

A little line about what’s being said and who’s saying it.

  • Secure strong executive sponsorship

    Ensure visible and sustained commitment from top management to drive alignment, remove blockers, and reinforce the strategic importance of the transformation

    Focus on tangible quick wins

    Deliver early, visible improvements to build momentum, credibility, and organizational buy-in

  • Reserve key stakeholders’ calendars upfront

    Block the four half-day workshops early to guarantee the participation of business, engineering, architecture, and leadership teams

    Engage all critical stakeholders from the outset

    Especially people outside the PDLC, as the architecture team, compliance or security

    Measure progress and communicate results

    Track adoption, productivity, quality, and business impact, and share outcomes regularly to sustain momentum

  • Adopt a bottom-up, evidence-based approach

    Ground the transformation in operational realities, existing practices, and feedback from teams across the organization

    Establish clear decision-making and governance mechanisms

    Define who makes decisions, how priorities are set, and how risks, costs, and exceptions are managed