Hi, I'm Samantha C

• ← back to the previous page

Solution
The process belows shows how user and customer data informs the ideation (e.g. customer journey mapping, user flow mapping, concept/feature development), testing (e.g. Usability testing and A/B testing), and prioritisation of front-end and back-end features.The activities mentioned in parentheses were led, designed and directed by myself. The outcome of this is understanding the features customers desire, saving 6M SEK due to the insights gained.(The specific service cannot be disclosed due to NDA.)

• ← back to the previous page

Summary
Before:• Fragmented CR intake
• No governance
• No prioritization
• 6+ legacy tools / Excel files e.g. Global Chronos, SAP, CRM toolsAfter:
• Unified workflow + governance
• Portfolio-aligned prioritisation
• Automated scoring and business case generation
• New common data environment

The Solution
As Product Strategist, I led the transformation of a fragmented, Excel-based change-request process into a unified, data-driven capability that enabled Ericsson’s AI-powered post-sales operations across Networks & Services. The discovery phase revealed several opportunity and challenge areas that hindered scale and strategic alignment:• Messy or divergently formatted change requests
• Lack of prioritisation and conflicting stakeholder priorities
• Divergent regional workflows
• Limited data availability from legacy tools
• Bloated backlog filled with unprioritised escalation CRsTo bring clarity and alignment, I defined a structured end-to-end framework:
• Standardise how change requests are evaluated
• Build a governance model
• Produce clearer business cases
• Connect CRs to product strategy and backlog decisions
• Drive portfolio-level visibility

Data Collection → Synthesis & Thematic Analysis → Business Case → Consolidation → Agreed Prioritisation → Roadmap → Delivery Enablement / Handover

Within this structure, I standardised how requests were evaluated, introduced governance mechanisms (including a steering committee and L0–L3 process maps), produced clear and consistent business cases, and connected every change request to product strategy and backlog decisions. This resulted in portfolio-level visibility and a repeatable model for strategic decision-making.Using market signals, process insights, and cross-regional analysis, I designed new operating models that delivered 30–60% cost savings and clear automation ROI. I proposed a prioritised set of features, produced strategy decks and interface concepts, and established a structured intake-to-roadmap pipeline aligned with Ericsson’s enterprise goals.To ensure adoption at scale, I facilitated cross-functional workshops with 100+ stakeholders, aligning Operations, Business Units, Contractual teams, and IT on governance, requirements, and the future-state operating model. I also drove change management from multiple legacy platforms into a new common data environment, enabling consistent data flows, scalable automation, and a modernised product ecosystem consumable by both newly designed tools and the existing architecture.

Numbers have been blocked out due to NDA.

• ← back to the previous page

Having designed, planned and coordinated 2 cohorts of about 40 participants, a product strategy (via design thinking, agile and transformation) course in Ericsson witnessed 40~60% increase in learning satisfaction and promoter score, enabling business transformation and agile adoption across the organisation.My role involves leading, planning, designing and conducting the sessions. I was appointed team leader for this workgroup.

• ← back to the previous page

Summary
This project aimed to envision the business for 2030 and create a clear business architecture that bridges portfolio-level strategy and operational execution. The final deliverables included a Business Model Canvas (BMC), a prioritised opportunity log, and an executive summary to support leadership decision-making.

The SolutionOutcomes
• Unified L0–L1 business architecture converging divergent offering and delivery definitions
• Clear line of sight between long-term strategy (for 2030) and the operational capabilities that enable it
• A standardised evaluation & prioritisation model for opportunities and investments
• Shared understanding of customer segments, value streams, and partner roles across the organisation
• Executive-ready strategic framing that simplified previously fragmented operational detail
• Improved alignment between Portfolio and Operations, enabling more coherent value stream planning
• A repeatable modelling structure that supports future transformation, roadmap decisions, and capability evolution
• Meaningful visibility into how the business delivers value, enabling better communication, better prioritisation, and stronger budget negotiation for value stream leadsAs Business Architect Analyst and Strategist, I was tasked with bringing coherence to a landscape where offerings, capabilities, and delivery structures were defined differently across organisations, levels, and strategic contexts—into a coherent, executive-ready architecture built on Bizbok, Strategyzer, and SAFe principles. The core challenge was not the absence of capabilities, but the absence of shared framing, semantics, and alignment. What we found in discovery was not a technology gap, but a framing and structure gap:• Capabilities described at different abstraction levels (L0–L4) with no shared semantics
• PM, Governance, FIM, and ORAN concepts defined inconsistently across markets
• Delivery items articulated at L3 or L4 detail but no L0–L1 narrative for senior executives
• Tool-based definitions used as business capabilities - this leads to poor quality decision making
• Inability for value stream leads to articulate value, negotiate investment, or defend budget

Customer Segments → Pains & Gains → Value Drivers → Business Capabilities → Offering & Delivery Alignment → Investment Logic

I consolidated Project Management Enablement, Portfolio & Commerce, Field Inventory Management, Finance, and emerging ORAN coordination services into a single integrated value map that connected.This provided the first cross-functional view where offerings and delivery models could be compared, reconciled, and shaped into coherent value streams. It also provided a structured, repeatable way to evaluate new opportunities and prioritise them based on customer value, capability maturity, and strategic fit.By reframing operational detail into strategic language, I created a semantic layer that allowed executives to consume complex material without being bogged down in tooling, workflows, or market-by-market inconsistencies. This structure empowered value stream leaders to articulate their value in business terms and defend budget requests with clear linkage to customer outcomes and capability gaps.Through this work, the organisation gained a cohesive understanding of how its offerings relate to operational capabilities, how customers perceive value, and how to prioritise investments in ways that support both near-term delivery and long-term strategic direction.