mySchneider App

Schneider Electric had a mobile app primarily serving as a basic product catalog for electricians and distributors. While functional, it wasn't delivering significant value to users or the business. The app was just one of over 300 separate applications Schneider maintained globally, creating fragmentation and maintenance challenges.

• –Lack of clear vision for the app's evolution
• –Focus on solving small tactical issues rather than strategic needs
• –Lack of personalization across 187 countries and 35+ languages
• –Over 300 separate apps requiring support
• –No consideration of user voice in decision-making
• –Fragmented experience across multiple applications

The role was initially undefined beyond "improve the app," which presented both a challenge and an opportunity to shape the direction.

Research Round 1: Foundational Insights

• –User journey mapping to understand workflow patterns
• –Data & behavioral analytics to identify usage patterns
• –User testing, click tests, and heatmaps to evaluate current app experience
• –Qualitative feedback analysis from existing users

Findings: electricians work in small teams (1–4 people) on 2–5 projects simultaneously; rely heavily on Excel and specialized tools like Esabora and AutoCAD; value time efficiency above all else; navigate a fragmented ecosystem of digital tools; self-identify as problem-solvers and quality specialists.

Research Round 2: Concept Validation & Strategy

• –Lean Canvas workshop to define business model
• –Concept testing with prototypes in multiple languages
• –Feature prioritization matrix to balance value and effort
• –Value Proposition workshop to align on core offering

Findings: lead generation primarily through recommendations and social media; quoting often happens in multiple stages; installation and maintenance involve team collaboration; project archiving relies on various cloud storage solutions.

• –Project-Centric Mindset — electricians think in terms of projects, not products; the app needed to reflect this mental model.
• –Fragmented Tools — users were juggling multiple digital tools, creating inefficiency and frustration.
• –Regional Differences — needs varied significantly by country (e.g. invoicing critical in France but not prioritized in Russia).
• –Validated Value Proposition — "one app for the whole project experience" emerged as the core value proposition, combining quotation, panel design, documentation, collaboration, rewards, and learning.

One of the biggest achievements was changing how Schneider approached app development — not just the product, but helping the client understand the value of design thinking and user research.

• –Unified Experience — consolidate functionality from multiple apps into one cohesive platform.
• –Personalized Experience — create country and role-specific experiences that show relevant content and features.
• –Project Management — develop tools for managing electrical projects from estimation through completion.

• –Comprehensive Product Catalog: separate PDF files per country → integrated digital catalog with technical documentation and FAQs.
• –Project Management Tools: limited list of products → complete project management with estimation tools and information storage.
• –Training Resources: webinars/tutorials only on website → complete training catalog accessible within the app.
• –Personalized Experience: limited list of products → complete project management with estimation tools and information storage.

• –Transformed the process from opinion-driven to data-driven
• –Defined the product value proposition as "one app for the whole project experience"
• –Created a backlog of 100+ improvement items based on user research
• –Reduced supported apps from 300 to 40
• –Increased user engagement through personalization
• –Established a foundation for future growth

The mySchneider app evolution demonstrates how strategic design thinking can transform not just a product, but also an organization's approach to digital experiences.