By 2014, Baobab (formerly Microcred) had successfully expanded lending operations to countries such as Senegal, Ivory Coast, and Mali. The company had grown through a process of launching in one market and then replicating the operational model in new geographies. While this approach proved effective for growth, Baobab recognized that paper-based processes would limit further expansion. As such, the company embarked on an ambitious initiative to digitally transform its operations.

Baobab had long prioritized helping its customers – small business owners and entrepreneurs – succeed. However, teams developing new financial products and digital processes lacked skills in user-centered design methods that enhance the value, quality, and usability of solutions.

Process improvements focused on setting clear expectations, engaging team members in writing user stories, and follow up through individual manager check-ins. Specific deliverables included co-creation workshops, UI specifications, skills gap analyzes, job descriptions, recruitment events, and performance management support – all aimed at establishing an in-house product design function collaborating effectively between Baobab headquarters in Paris, technical center in Dakar, and development partner Softwaregroup in Sofia.

The outcome was a distributed team with the capacity for user-centered design, working seamlessly across organizational boundaries.