Referentiel 2017 : Digital Maturity in european corporate accounts

REFERENTIAL
MATURITY
DIGITAL
2017 THE DNA OF
THE PERPETUALLY
LEARNING BUSINESS

CHAPTER 1 : CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES THE VALUE CHAIN pg. 14
1.1. Customer participation in product design conception pg. 20
1.2. Feedback culture pg. 23
1.3. Relationships that are simplified and personalized pg. 26
1.4. Operations and support functions structured by demand pg. 35
CHAPTER 2 : ARE ENTERPRISES HEADING TOWARDS BEING DATA- DRIVEN? pg. 40
2.1. A work in progress with varying degrees of advancement pg. 47
2.2. The first spectacular results pg. 51
2.3. Data, an IT challenge! pg. 55
2.4. We must go further pg. 57
2.5. The urgency of solving issues of governance and data ownership pg. 61
CHAPTER 3 : OPEN INNOVATION AGILITY: THE CULTURE OF INNOVATION
IS A TRUE MOTOR OF TRANSFORMATION! pg. 70
3.1. Innovation digital: companies enter the age of reason pg. 75
3.2. Progress in agility and coming to scale pg. 86
3.3. The relationship between start-ups and large companies: neither are fascinated, nor afraid of one another! pg. 97
CHAPTER 4 : A NEW WAVE IS ON THE HORIZON pg. 106
4.1. How to be prepared for the next wave of technology? pg. 111
4.2. A promise of competition at all levels pg. 114
CHAPTER 5 : ISSUES OF GOVERNANCE AT THE HEART
OF THE CAPACITY FOR TRANSFORMATION pg. 130
5.1. Digital governance under discussion pg. 135
5.2. Digital-IT: a precarious equilibrium to master pg. 143
CONCLUSION pg. 152
GLOSSARY pg. 154
CONTRIBUTORS pg. 164
S

FROM CREATING A VISION
TO BRINGING IT TO SCALE:
THE BCG APPROACH

The year 2017 confirms that digital is embedded in the
DNA of enterprises. The strategic nature of digital is no
longer a debate. All medium term strategies now incor-
porate a digital dimension comprised of three axes:
• The digitization of core processes to optimize profita-
bility across all functions, by focusing on methods of
acceleration to define, test and scale digital projects.
• A focus on growth through offers and business models
that are innovative and digital.
• Organizations are expanding towards value-driven ini-
tiatives, developing agility, data mining, flexible IT sys-
tems, and creating an ecosystem of partners.
Though the eminent threat of startups and disinterme-
diation is relevant for most enterprises, with a more
connected innovative ecosystem, the majority are not
strong enough to stand against the digital giants. The
recent acquisition of Whole Foods by Amazon for 13.7
Billion USD proves that no sector is safe from digitaliza-
tion; in this case, the purchase of fresh produce.The dis-
ruption is also no longer only occurring from the bottom,
but also from the top, through large scale operations and
predation.
Data mining is also a shared priority: 91% of enterprises
interviewed identified a data value strategy. However,
the capacity to focus efforts efficiently still needs impro-
vement. BCG has found that enterprises estimate that
their capacity to prioritize their big data projects is weak,
attributing on average a rating of 2.5 on a scale from 1 to
51. Enterprises also expect to streamline the use of data
due to consumer pressure and demand for transparency
and thus obliging enterprises to adapt their practices.
Thus, 30% of enterprises are ready to compensate cus-
tomers for using their data.
Digital governance has also become widely accepted:
75% of the companies interviewed have a Chief Digi-
tal Officer, whose first mission is to manage the digital
changes and direction of their group, while maintaining
an adaptable and evolving structure.
However, the proper execution of a digital strategy re-
mains an imperative priority. The challenge is twofold:
• To be able to quickly integrate mature and vital techno-
logy to remain competitive, such as social and collabo-
rative tools, cellphones, analytics, and the cloud.
• To prepare and organize for future technological inno-
vations: artificial intelligence, Blockchain, virtual and
augmented reality, 3D printing, and robotics.
La stratégie intègre l’ensemble des orientations digitales
1. “Are You Set Up to Achieve Your Big Data Vision?”, The Boston Consulting
Group, June, 2017
5

BCG has developed an approach able to answer the two
imperatives, structured in four phases:
• Education: The objective of this phase is to understand
digital technologies, their implications for the organi-
zation and business and to establish a diagnostic, mea-
suring the maturity of the enterprise. It is an informatio-
nal phase of creativity and discovery, where we help our
clients develop their conviction on the benefit of digital
for their business during the Tech Tours, Technovision,
conceptualization workshops and maturity diagnostics.
• Clarification: Involves identifying the areas which are
a priority for investment. The result of this phase is a
portfolio of projects, varied depending on the sector
and level of acompany’s digital maturity.
• Acceleration: This phase consists of launching a first
wave of short-term projects (3 to 6 months) to obtain
results quickly, validating the funding of future pro-
jects and creating a positive dynamic within the or-
ganization. This phase is also used to test the validity
of projects, some projects will be abandoned, others
reoriented.
• Scaling up: We accompany our clients in the implemen-
tation of their digital innovations to the scale of their
company. To scale up a “Build-Operate-Transfer” ap-
proach can be used, where BCG commits to building
digital accelerators for a transitional period and then
transfers the accelerator to the client. The “Agile at
Scale” model also works to diffuse agility beyond just
technological functions.
This approach is dynamic. It must continually search for
technological innovations (Technology Scouting) in or-
der to create a strong mechanism of transformation, able
to provide enterprises with flexibility and the necessary
reactive capacity to succeed in the digital era.
The four phases for a successful digital strategy:
from creating a vision to bringing it to scale
6
Introduction

OPEN TO NEW TECHNOLOGY
TRENDS: THE IBM VISION

The client and the data, the keys
to a successful experience
This was the principal take away from the study conduc-
ted by IBM, the Boston Consulting Group and EBG in
2016: the primary objective of digital transformation is
to facilitate the evolution of an enterprise around a cen-
tral axe, the client, rather than what has been its traditio-
nal focus: products or processes.
The client is thus placed at the heart of the organization,
and due to data, structured or not, the client’s needs are
understood from his or her experience, reinforcing the
relationship.
INCREASED INTELLIGENCE AND PROCESS
GROWTH SERVICING CLIENT EXPERIENCE
To ensure that the client is at the heart of their organi-
zation,companies must be able to adapt and render their
processes flexible. Front office processes must distance
themselves from the rigid automated processes that
have dominated the last several years. The capability to
adapt processes is necessary to be able to support client
needs and to identify and anticipate their expectations.
Every interaction between a company and its interme-
diaries has become a data source, whether the informa-
tion is digital or not. The data unleashes potential and
allows for cognitive interpretation, being able to analyze
a mass amount of information in real time and “learn”
from each interaction, including weak signals.
We thus move from rigid, fixed processes to cognitive
processes, which allows us to service the customer in the
most appropriate way. Conversational agents (notably
“Chatbots”) are used more frequently and compliment
the recommendations consultants receive in “push”
mode, regarding the baseline analysis and data in real-
time past, present and future.
As underlined by Nicolas Thery, President of Credit
Mutuel, after the mass integration of Watson alongside
its banking agents, cognitive technologyallows a tran-
sition to “the literate computer”,with a virtual assistant
supporting each adviser, allowing the adviser to unload
repetitive and tedious tasks, in order to be able to focus
and deliver more services to its client. Nicolas Thery
says it “simplifies the life of our advisers, making use of
our rich database (…), with a 90% level of satisfaction”.
We see the same trend in connected automobiles: “The
ability to converse and to learn that is embedded au-
tomatically in cognitive systems offers BMW vehicles
the possibility to learn personal preferences, needs and
driving habits of its driver over time, which renders the
experience of driving the most comfortable and safest
possible.”
2. IBM IBV “The trust factor in the cognitive era”, 02-2017
7
Introduction

Digital and cognitive industrialization
Last year, we discussed four pillars of digital transforma-
tion that were identified by IBM to support their clients
and decipher the challenge of digital transformation: De-
sign Thinking, the Platform, the Academy and the Facto-
ry. They constitute an end-to-end approach, in order to be
able to experiment, innovate and implement industriali-
zation required for digital transformation. These pillars
are complimentary and interact with one another, and
have evolved with a pillar now dedicated to governance.
Results, orientating the industrialization, from the expe-
rience gathered by IBM clients are the following:
DESIGN THINKING/STUDIO
This pillar deals with initiatives, logistical means, orga-
nization, skills, and positions that need to be created to
treat an industrial fashion client experience, experience
that is evolving. It is about creating a permanent capa-
city to co-create internally, with clients and partners, as
well as to imagine new services driven by the data avai-
lable in design thinking.
This is what will render possible the implementation of
these learning processes, evolving according to the ex-
perience of each client and their interaction with the
company.
PLATFORM
The purpose of this pillar is to motivate traditional in-
dustrial applications to collaborate with digital systems
(engagement systems: client interaction channels, cus-
tomer knowledge; system of insight: data, analytics/ar-
tificial intelligence, etc.) and emerging systems such as
the Internet of Things and Blockchain.
Blockchain allows for the sharing of critical information
in a transparent and secure manner, as well as allowing
for disintermediation. This assures a unique and secure
registration of the steps involved in the transaction on
the digital platform, allowing for a considerable reduc-
tion in time for receiving payment, resolving disputes
and thus benefiting from important savings.
For example, IBM worked with Natixis and Trafigura on a
project to improve lifecycle financing efficiency to arrive
at a digitization of documentary credit.
A number of sectors, in addition to finance, including
agriculture, supply chain, luxury, and pharmaceutical all
benefit from the ability to secure, infringe and trace at all
levels of a transaction.
The use of artificial intelligence becomes a point of diffe-
rentiation for the interpretation of weak data signals,
both structured and non-structured. The number of si-
gnals is increasing with the acceleration of the Internet
of Things (IoT), Blockchain, the cell phone and social
media, and thus the ability to define pertinent informa-
tion, client expectations or even prevent errors.
The use of artificial intelligence becomes
differentiating to interpret continuously weak
signals from structured and unstructured data,
whose volume increases with the acceleration
of the Internet of Things, Blockchain and
always with mobile and social networks,
defining the relevant information
and expectations of the customer, or even
anticipating them.
8
Introduction

FACTORY
This pillar deals with the industrial organization of deve-
lopments, of their testing and integration by the means
of Factory, genuine “agile factories” who will thus per-
mit faster ready-to-market time, and an enhanced abi-
lity to replicate. Factories tend to use hybrid models that
address as many purely agile cycles of construction, as
iterative or continuous traditional cycles (V cycles) and
their maintenance.
GOUVERNANCE
The era of digital transformation has seen a new posi-
tion of responsibility emerge, the Chief Digital Officer,
whose position developed alongside the organization, in
particular the CIO and traditional information systems.
This has allowed for anaccelerated creation of platforms
around digital channels, data or the IoT³. Today, we are
witnessing the re-integration of entire information sys-
tems, incorporating hybrid models combining operatio-
nal IT with the complimentary responsibilities between
the CIO and the CDO, rather than a juxtaposition. Fur-
thermore, depending on the digital maturity and culture,
we are witnessing an evolution of an organization’s trade
with the creation of entities responsible for new trades
around client relations; by definition, this means fol-
lowing and managing customer experience by means of
data: personal client data, enterprise management or big
data. These evolutions have consequences for existing
organizational structures, notably distribution, client
services and marketing.
ACADEMY STARTUP
This pillar deals with the impact of industrialization on
human resources across three levels: enterprise culture,
to apply a spirit of digital paradigm; management, to ap-
ply new collaborative practices and delegate responsibi-
lities; and the evolution and adaptability of collaborative
competencies to key digital methods (design thinking,
agile, DevOps), as well as the retention and attractive-
ness of these key competencies.
It is key to follow the Academy for the evolution of com-
petencies and the acculturation of each generation, as
well, as collaboration to take place between new actors
and startups as open innovation.
Changing management is key to the evolution of an en-
terprise’s DNA.
It must be hybrid:
• On one hand to collaborate with the most innovative
of startups in the Scale Zone, where IBM “incubates” a
selection of startups to provide the opportunity for an
industrialized offer and client-sponsorship
• To be inspired by the pure players who incorporate
“hackathons”
• To integrate the most specialized teams and all genera-
tions to form “digital boomers”,offering them an agile
and digital culture
3. IBM – From The Internet of Things to Cognitive –
The keys for understanding the industry’s digital transformation -
https://ibm.biz/IOT-cognitif
9
Introduction

Towards a learning enterprise
Client experience and data are the two fundamental is-
sues of digital transformation. Improving enterprise
performance always requires improvements in the re-
levance of the information and recommendations made
to users, whether they are clients or employees. Because
they are fundamentally client-oriented, the cognitive
technologies used to support new flexible processes will
be the new standard for a learning enterprise.
Welcome to the era of permanent transformation and of
the learning enterprise!
IBM France
Marc Bensoussan
General Director
Global Business Services
10
Introduction

• Their situation regarding the 5 challenges identified at
the end of 2016:
1. Customer centricity
2. Implementation of data-driven strategies
3. Ability to scale up
4. Digitalization of IT
5. Organization and governance of digital
• Talent and skills needed to become a tech company
• Structure and creation of governance dedicated to inno-
vation and startups
• Opportunities created by the new wave of technolo-
gies (IoT, Robots, Artificial and cognitive intelligence,
Blockchain)
The qualitative study is the heart of this Referential,
whose conclusions are presented around quotes from in-
terviewed decision makers. We were only able to show-
case a limited example and hope that it is representative
of the diverse degree of advancement and inspiring ini-
tiatives that are developed in France.
QUANTITATIVE STUDY
A quantitative study was completed to compliment the
qualitative study. This study was administered online
between March and April 2017. A survey of 1,214 people
was conducted across three primary categories: Mana-
ging Direction, Digital Direction – comprising of Digital
Functions, Marketing Sales – and Functional Direc-
tion. On the following page you will find more detail with
regards to the respondents’ profiles.
REFERENTIALMETHODOLOGY

QUALITATIVE STUDY
After the 2016 edition, which focused on enterprises and
B2C or B2B2C, this Referential’s aim is to extend the field
of study by exploring a diverse number of large enter-
prises across several sectors who have important econo-
mic weight in Europe.
We interviewed and met with 75 key decision makers in
the digital field, most often members of Comex or mana-
ging directors, proof of the digital transformation’s high
level of strategic importance.
A quarter of the decision makers are responsible for in-
ternational markets, most often European, exceptionally,
Brazil or Hong Kong, who offer to give the least surpri-
sing perspective.
The 2016 edition concluded with the reflections of
Christophe Verley, Digital Chief Officer of ADEO
(Parent company of Leroy Merlin), who stated “Digital
transformation is an ongoing process rather than a desti-
nation”, confirmed by the many key decision makers we
interviewed. This transformation is no longer a dynamic
constant but rather what is in question and what is im-
portant today is analyzing the level of economic digital
maturity.
To do this we interviewed each of the 75 key decision
makers for 45 minutes, between January and April 2017,
covering the following subjects:
11
Introduction

The industry is relatively unrepresented, 8% of the panel
versus 19% of the value-added companies4
, whereas the
financial services sector appears over presented, 16.5%
of the panel versus 5% of the French GDP5
.
The sectors represented are diverse. In this survey, ad-
ministered online and based on voluntary submissions,
the response rate by sector is a first indicator, although
imperfect, of the interest for the subject of digital trans-
formation.
16,5 % Banking – Finance – Assurance
11 % Telecom – Utilities
6,5 %
13 %
FMCG – Luxury
2,5 % Health – Pharmaceutical
12 % Media
4,5 % Tourism – Hospitality – Travel
Distribution – Commerce
3 %Transport – Logistics
8 %Industry
19 %Services (to individuals
businesses)
4 %Other (BTP, Real Estate,
High Tech Consumer, etc.)
In what sector do you belong? 1 single category representing your activity
What industry is your enterprise a part of?
14 % CEO or Comex Member
4 % Supply Chain/Purchase – Real Estate –
Production/Quality – Finance
32 %
30 %
Digital - Data digital - Innovation
Marketing – Communication
10 %Information Systems
4 %Sales
6 %Other (HR, Strategy, Transverse Processes, etc.)
4. Source: World Bank
5. Source: Ministry of Economy (economie.gouv.fr)
12
Introduction

The results, showcased throughout this Referential, most
often confirm the views shared by key decision makers
who were personally interviewed. This reaffirms the
idea that the digital has left its silo. The level of maturity
between sectors remains varied, but within each organi-
zation, the process is in progress.
Like the qualitative study, the online study highlights
large groups. Note that medium size companies, who do
figure exceptionally in the panel, are most often digital
companies.
Respondents received questions specific to their profile,
even if some questions were deliberately addressed to all
the participants to discover congruencies or opposing
perspectives.
What is the total number of employees in your enterprise or group?
19 % 2,001 to 10,000 employees
12 % 501 to 2,000 employees
19 % less than 500 employees
12 %10,001 to 30,000 employees
38 %more than 30,000 employees
13
Introduction

CHAPTER 1 : CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES THE VALUE CHAIN PG. 14
1.1. Customer participation in product design conception pg. 20
1.2. Feedback culture pg. 23
1.3. Relationships that are simplified and personalized pg. 26
1.3.1. Simplicity structures the offer and direction pg. 26
1.3.2. Personalization is key and difficult to execute pg. 32
1.4. Operations and support functions structured by demand pg. 35
1.4.1. Tools and men pg. 35
1.4.2. Processes reoriented according to customer experience pg. 38
1
15

Customer centricity has grown considerably with the arrival
of CRM 10 years ago. The concept: is there a marketing
approach that addresses both sales and customer relations?
This has become the focus for the transformation
of companies and a vital issue for any organization looking
to best benefit from the digital revolution.
1.
CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES
THE VALUE CHAIN
16

18
Customer centricity : customer demand shapes the value chain1
1.
CUSTOMER CENTRICITY :
CUSTOMER DEMAND SHAPES THE VALUE CHAIN
New consumer behaviors, access to information and in-
novative business models, have given power to the cus-
tomer. Customer behavior has evolved with the new use
of technology. Companies are forced to answer to the
customer’s demands and volatility. The customer is king
and his or her demand influences the structure of a com-
pany’s entire value chain.
The growth of customer centricity makes good commer-
cial sense. Good sense that demonstrates an ideal wor-
ld permeating all the segments of the value chain, from
product conception to services, all the way to after sales
service. However, companies understand quickly that
this is a difficult objective to accomplish when faced with
the reality of the market or its internal organization.
The interviews conducted for this referential support
that methods, processes and tools exist to achieve this
objective. A number of example initiatives are presented
in this chapter with often spectacular results. However,
the key is perhaps elsewhere.
What is most noticeable in customer centric companies
is their spirit. They have a shared ambition focused on
the customer and end-user, thus discovering the virtues
of working together. An underlying certainty: above all
else, it is the company culture that dictates the willin-
gness to participate in the digital revolution.
A more in depth analysis reveals a pattern of characte-
ristics and processes. The first is the habit of integrating
the customer and end-user during the first phase of pro-
duct conception, a process that can be accredited to the
method of design thinking. The second pertains to the
culture – and the method – favoring feedback. Feedback
is necessary to truly grasp customer needs. The third
reveals a permanent effort to integrate simplicity and
personalization with customer relations. These characte-
ristics are equally supported by the constant evolution of
support functions and operations.

19
Customer centricity : customer demand shapes the value chain 1
Customer centricity : Summary
Reinventing the customer experience to fit with the processes
Concept • Customer centricity is based on two axes both technical and cultural:
- An overhaul of the organization to homogenize the internal structures
for the customer experience
- Direct implication (feedback) and indirect (data exploitation)
• There are a number of challenges: availability of analytical tools, internal
competencies, company vision and an unfit company culture.
Tools and
technical
competencies
• A customer centric approach means understanding the customer but
only 40% of companies have a tool for collecting data and providing
a 360˚ vision of the customer.
• Satisfaction varies according to the industry: 27% of consumer goods
companies measure satisfaction throughout customer experience compared
to 72% in tourism.
• This data allows for target marketing (precise advertising) that once
adopted has a high success rate (a positive return of 73%) despite being
difficult to implement for certain companies.
• The success of chatbots is mixed (a positive return of 32%). They require
a considerable investment for service that is not always sufficient.
• The development of adblocks does not worry companies (33% aren’t
opposed) as there are ways to navigate around the adblocks and other
available channels of communication.
Communication • 65% of companies confirm the development of omnichannels, the use
of a mixed marketing approach, both online and offline will continue
in the medium term.
• 73% of companies do not foresee abandoning the distribution
of their product by the e-commerce pure players.
• They therefore continue to prioritize their own platform as well as
distribution and communication.

20
1.1. CUSTOMER PARTICIPATION IN
PRODUCT DESIGN CONCEPTION

THE CUSTOMER IS INVOLVED FROM THE START
OF THE PROCESS
Co-construction, co-design, association, the terms vary
but the intention is the same for companies who have
chosen to have their customers and end-users actively
participate in the conception of their products and ser-
vices. The process is still too infrequently adopted des-
pite the undeniable positive results, the first being a gua-
ranteed opportunity for companies to test their ideas,
prototypes and succeed in meeting the expectations of
the end-user and the market. Another indirect benefit is
the impact on customer loyalty. How to decipher, if the
product is more efficient and thus attractive because
customers themselves participated in its creation, or the
brands are simply valued by association?
Erwan Gaultier, EMEA Director of Digital Channels
Customer Experience and founder of the Orange
French Lab, has developed a formal approach: after
the prototype phase the customer’s reactions are qui-
ckly measured in-vivo to best consider its implication
for the evolution of either the product or service. “The
whole team is in contact with the end-user – customers
or employees – it is sometimes even ethnology that is
needed to understand the unspeakable!” Mr. Gaultier
welcomes the results: “Future offers are already being
built incorporating these processes. The service actually
corresponds to the expectations and their satisfaction is
greatly improved.”
Without going as far as associating clients to the process
of innovation, Christophe Verley, Digital Chief Officer
d’ADEO (Parent company of Leroy Merlin), confirms
interest for the process and is taking steps towards
incorporating it in the group: “what’s important is to stay
connected to the customer with regards to everything we
design. Some of our BUs have interesting approaches: in
Brazil one of our UX designers spends time at the end
of a store aisle to observe product progress and collect
customer feedback”.
Organizing a hackathon can be a great way to launch,
advises Pierre Gauthier, the Digital Director and CIO at
MACIF: “The participants of our first hackathon had to
test their ideas in the street directly with the end-user”.
The success of the project, which won a jury prize, gave
Mr. Gauthier confidence for the next step: a hundred col-
laborators are already working on its development.
What is “Customer centricity”? (by function)
31%
Structure internal
processes
to optimize
customer
experience
Systemize
Customer
feedback
at every point
of contact
to better
their offer
Involve
their customers
in innovative
process
Use customer
data
to personalize
their product
offer
Use customer
data
to better
target marketing
and advertising
campaigns
42%
44%
Digital
Marketing/Communication
Information Systems
21%
22%
27% 26%
15%
9% 8%
13%
16%
14%
8%
5%
20

21
THE CHALLENGES OF REGULATED SECTORS
Having customers is new for certain organizations,
notably former public companies that have since been
integrated into markets but are still invested in public
services. This is the case for GRTgaz, created in 2005, to
take over Gaz de France’s operations. Herve Constant
pilots the CIO since 2011, his first major project after
the information system separation with Engie was dedi-
cated to end-users: “B2C and client relations are the digi-
tal motor. However, we are evolving in a regulated B2B
environment: so we were initially missing the necessary
motivation to launch”.
Having an HR and operations background Mr. Constant
quickly realized the client and end-user were absent
from CIO: “We often talked about the technical subject,
finances, but rarely of the end-user. IT is composed of
3, those who build, the trade and managers who request
the product but in the end are not using it, the end-user
is at the end of the chain.” How in effect do we succeed in
oriented ourselves towards the end-user if they are not
a part of our conversations? A situation that is luckily
evolving thanks to the development of digital and design
thinking personnel who are holding a more important
position within organizations.
Do you foresee stopping offline marketing to only do personalized online marketing in the next 3 years?
Somewhat agree Strongly disagree
Somewhat disagreeCompletely NSP
22% 44% 33%Transport – Logistics
9% 45% 45%Tourism – Hospitality – Travel
50% 33% 17%Fast- moving consumer goods
32% 37% 16% 16%Telecom – Utilities
33% 33% 33%Health – Pharmacy
50% 30% 20%Media
5% 37% 45% 3Other
14% 25% 36% 19% 6%Banking – Finance – Insurance
4 32% 44% 16% 4Distribution – Commerce
6% 6% 56% 25% 6%Industry
20% 80%Luxury
21

22
For 47% of respondents
The culture of
your business is not
aligned to the needs
of your customers.
In response
to the question
“What are the challenges that slow
the incorporation
of a customer centric organization?”
Arnaud Pelletier
IBM Studios Director, Paris
Studio approaches and design thinking
« IBM Studios Paris welcomes customers since
2014 to workshops and co-creation centers focused on
the end-user experience, in order to be able to imagine,
realize and value their digital initiatives. We transform
the innovative ideas into industrial solutions, where
the value added is confirmed by the end-user since the
first stages of the project thanks to prototyping.
The methodology of IBM Design Thinking allows us
to move from idea to concept with agility, then from
concept to integrated solutions deployed in compa-
nies by multidisciplinary team members (designers,
consultants, developers, architects).
“The French Tennis Federation (FFT) is strongly
focused on our fans for the Roland Garros tournament.
For 2 days, we used the methodology of design thinking
to analyze customer experience and the expertise of
IBM international in the sports domain. “The design
thinking workshop is by far the most conclusive I have
done!” said Mathieu Gras, Director of Data and
Client Experience FFT.
The studio’s capacity for creativity and innovation
can be combined with acceleration assets at IBM such
as the International Center of Trade and Solutions
(a 600 square meter showroom dedicated to industry
solutions) or the Scale Zone which offers the ability to
incorporate startup service tools in our clients’ pro-
jects.”

IBM Focus

23
The consumer centric company must cast wide to not
exclude any clients or customers. “But there is also the
challenge of finding the best service quickly, to test qui-
ckly and change quickly” says Matthieu Tanguy, Chief
Digital Marketing Officer of Direct Energie. Especially
since speed creates a competitive advantage, confirms
Paolo Rovere, VP of Strategic Marketing at SEB Group:
“Fast customer feedback allows us to differentiate oursel-
ves from our competitors” as the customers are immedia-
tely taken into consideration and are subject of continuous
improvement.
1.2. THE FEEDBACK CULTURE

An organizations capability of responding to clients and
end-users largely depends on their ability to receive fee-
dback and its analysis. It is even the only way to become
customer centric according to Thierry Chrin, Chief Tech-
nical Officer at Clarins “All products must be proofed by
customers”. The cosmetic specialist has thus initiated new
projects, like the launch of a customer loyalty program
that is particularly generous reinforcing customer ratings
and review. “We have made an effort to receive positive
feedback from our customers”, says Thierry Chrin “The
simple act of launching a questionnaire is not enough.”
Mr. Chrin’s team has gone as far developing new sales
approaches for the Clarins website so that it becomes the
product point of reference for the brand.
Following the same logic BUT International is launching
a system to measure customer experience both in-store
and online. “Like many retailers our sales are good, but we
don’t take care of our customers enough”, says, Thierry
Lernon, Chief Digital Officer, responsible for BUT’s
international e-commerce. Mr. Lernon states: “it is an
exercise that requires constant questioning of customers
and audit of all the points of contact.” It should not become
invasive.
The measure of rates
of satisfaction vary greatly
depending on the industry
27% of companies
Measure of satisfaction
all along customer experience
In mass
consumer goods
Versus
72% in Tourism

24
DIRECT COMMUNICATION
AND THROUGH COMMUNITIES
Certain companies have a history of engaging with cus-
tomers and receiving feedback. This is the case for Club
Méditerrannée for example, who has always given its cus-
tomers a voice via “GM feedbacks”. “This seems incredible
today but we have a 40% response rate for our print ques-
tionnaires who have more than 100 questions! These ques-
tionnaires have always helped us to better our services at
our resorts” states Quentin Briard, VP of Marketing for
the FBS(1)
zone at Club Méditerrannée.
The time for long paper questionnaires is gone but the
culture remains. “These questionnaires are digitized today
and communicated in synergy with TripAdvisor, however
it is no longer sufficient: a conversation must also take
place between the customers, for the very reason we have
created a help community on our site clubmed.fr” The tour
operator has thus ‘recruited’ representatives in his com-
munity who are in charge of responding to all types of
questions concerning the villages and experience at Club
Méditerrannée. Quentin Briard is happy with the results:
“the enthusiasm is strong, with several thousand ques-
tions posted after a few months with an average of 3 res-
ponses per question”.
Similarly, The Compte-Nickel community was created
spontaneously on social media responding directly to
questions asked by the public about Facebook. “We have
taken the subject and organized a chat between our
clients and the public. We have asked the most enthusias-
tic to animate the communities and answer to the public.
1,200 out of 5,000 have accepted” states Hugues Le Bret,
co-founder of Compte-Nickel.
Yes, only on digital channels No, we haven’t planned to do so
No, but we willYes, on all channels
Fast Moving Consumer Goods 18% 9% 64% 9%
19% 13% 38% 31%Industry
40% 50% 10%Media
24% 20% 36% 20%Distribution – Commerce
27% 22% 46% 5%Banking – Finance – Insurance
47% 26% 16% 11%Telecom – Utilities
45% 36% 9% 9%Tourism – Hospitality – Travel
Other 25% 18% 29% 27%
Note: 184 respondents, small sample for the luxury (5), health (3) and transport (9) sector.
Do you measure customer satisfaction in real time and throughout the entire customer experience?
01 - France, Benelux, Suisse

25
A KEY TO WIN AGILITY
Customer feedback allows for better products and ser-
vices, but it is also a key for improving agility and com-
pany self-improvement. “From the beginning the team
organizes itself to obtain end-user feedback, customers
or employees, qualitative or quantitative” says Erwann
Gaultier, Head of the Digital Transformation Program
and founder of the Digital Factory at Orange. Mr. Gaul-
tier states “there are two challenges: the ability to mea-
sure time and the ability to accept risk – chance? to throw
away a first version to readjust the product if necessary.
We are at the heart of continuous improvement”. The two
challenges are possible for organizations but it means
committing to being between both states at all times and
risk profit.
“SOCIAL” LISTENING TO ANTICIPATE SUCCESSES
Some brands are more adept than others when it comes to
the ability to listen: the love relationship they have with
their fans and the constant demand of new products can
facilitate their capability. This is the case for Disney, for
example, who put this advantage to use to anticipate the
success of a franchise or product. “We have the chance
that the Disney brand is a “love brand” and we have the
chance that for each of our 3 brands (Disney, Marvel and
Star Wars) we have a very strong relationship with our
communities, who are highly engaged and in demand
of our content, products and experiences”, says Jérôme
Le Grand, who pilots the commercial and distribution
licenses at The Walt Disney Company France. “They
bring an amazing sounding box to our diffusion and
content and are equally a great barometer when it comes
to our products, whether it is to measure the potential
success or anticipate novelties. Social listening allows us
to be connected and listen to the social networks”. This
can equally provide an amazing opportunity to achieve
the next step: direct engagement, being able to engage
in conversation, like for example using a conversational
agent.
« All products must
be proofed
by customers »
Thierry Chrin,
Chief Technical Officer, Clarins

26
Companies however still have a long way to go. The
complexity they face is shifting and has multiple facets:
sometime technological, cultural, organizational, or even
strategic and above all else “human” with the famous “but
we have always done it this way!” the complexity pro-
gresses with the customer.
A DIFFERENTIATING VECTOR
Shifting to the birth of Uber and its integration into the
market of urban mobility, Raphael Morel, Director of
Development for France insists on the importance of
standing out amongst the actors and systems in place
“What’s most important for us is to supply innovation to
a traditional sector. We did not invent the possibility of
reserving a chauffeur from a distance: we have rendered
1.3. RELATIONSHIPS THAT ARE
SIMPLIFIED AND PERSONALIZED

1.3.1. Simplicity structures the offer
and direction
implicity is the solution to complexity. This apho-
rism by Constantin Brancusi summarizes the
challenge faced by the key decision makers we
met for the making of this Referential. Simplicity is made
the priority and is applied before anything else to be able
to liberate the customer who for too long had to bend to
the ‘processes’.
You don’t have a common definition of customer centricity within your company
The law on data usage prohibits you from accessing your customer’s preferences
Your organization is focused on sales before the customer
Your company culture is not aligned around client needs
You are missing the proper tools and key technological platforms in order to manage data
Your expertise is insufficient for data analysis
Fast Moving Consumer Goods
Industry
Telecom – Utilities
Transport – logistics
Banking – Finance – Insurance
Tourism – Hospitality – Travel
Media
Health – Pharmaceuticals
Luxury
30%
24%
15%
23%
25%
14%
17%
14%
11%
28% 28% 17% 11% 17%
17% 28% 33% 11%
26% 23% 9% 11% 17%
17% 33% 17% 17%
27% 5% 32% 23%
25% 8% 8% 25% 8%
20% 20% 6% 20% 11%
13% 27% 3 23% 18%
12% 27% 15% 21%
11% 17% 7% 25% 11%
Note: 186 respondents, small sample for luxury (5), health (3) and transport (9) sectors
What challenges delay the incorporation of a customer centric organization?
S

27
the process more fluid, simple and enjoyable above all
else” The customer and chauffeur are thus both passen-
gers of the VTC (chauffeured tourism vehicle) have
‘chosen’ to use the panel as solution and who express their
own requirements.
An approach that has become the standard for all other
industries. “Client experience is essential. Our clients are
used to Uber, and we need to be able to offer them this
experience”, says David Kownator, founder of the pure
player of parking OPnGO. “Thanks to our application the
driver doesn’t need to go to a parking meter in order to
pay. And the integrated remote control allows access to
private car parks, such as those of Accor Group for exa-
mple”.
Philippe Nobile
Director
From e-commerce to commerce
E-commerce represents 10 to 30% of consumer
good sales, all markets included. Exceptions in-
clude the luxury market that is explained for by
a limited product offering and thus does not pro-
mote direct e-commerce, and thus has allowed for
the emergence of important multi-brand portals
with varying economic models, such as Net-A-
Porter, vente-privee.com and Farfetch.
Despite all that is available on e-commerce we are
still in an era of emancipation, with an online ex-
perience that is globally poor: little inspirational
content, staggered information flows, incomplete
client reviews, display bugs. This also applies to
those who have graduated the first stage of matu-
rity such as Amazon.
The online experience for the e-commerce giant is
a sales catalogue with pages showcasing a dozen
two dimensional photos. It is one of the reasons
luxury brands have hesitated when it comes to
e-commerce, because as it stands, the experience
does not reflect the complex and rich sale that is
specific to the sector.
This will change on one hand due to the growing
maturity of the key players in e-commerce. Their
maturity will significantly reduce anomalies of
the online experience. On the other hand new
technologies will enrich the experience, rende-
ring it state of the art: with better integration of
sales offline and online
- For example with the use of bots to personalize
and humanize the e-commerce experience
- The use of enhanced content (dynamic photos,
videos, social) backed by management of emotio-
nal data.
Online merchandising will then develop. E-com-
merce is only at its beginning. Let’s hope it evol-
ves quickly and will challenge in-store commerce.

An expert’s opinion BCG

28
A DIRECT IMPACT ON THE DIGITAL
TRANSFORMATION OF THE COMPANY
Simplicity is labeled as a priority by Thomas Saunier, Mana-
ging Director of Malakoff Médéric. One of the priorities in
Mr. Saunier’s transformation plan is to place humans at the
heart of the project – customers and collaborators included.
“We have a really propensity for complicating our lives
and thus those of our customers, notably when it comes
to contracts. This is why we wish to offer services that are
simple”.
This priority is also shared by Emmanuel Saudeau-Turlotte,
who joined the executive committee of d’AG2R in 2017 as
Digital, Marketing, Client Relations and Communications
Director. “Digital is very demanding for insurance com-
panies. It forces us to be clearer about guarantees and to
provide simulations for example.” The challenge is indeed
to allow the customer to project instantaneously and in all
transparency when subscribing to technical products, wit-
hout forgetting the option to compare offers which over the
years had been intentionally limited!
HOW TO GET RID OF BASIC IRRITANTS
Defining himself as an evangelist Chief Digital Officer,
Christophe Verley travels the globe in search of innova-
tions to advance the transformation of the group ADEO,
of which Leroy Merlin is the flagship. “We regularly tra-
vel internationally for inspiration. We have seen incre-
dible concepts in the United Sates. However, they cor-
respond to a long term vision”. It is difficult to project
without starting the process of simplification. “One of
our major challenges is to remove all the basic irritants:
individual customer usernames, the continuity of pro-
jects online and in store, price consistency on all chan-
nels...etc.” Only then can we envision more innovative
projects built on a single foundation centered uniquely
on the customer.
Design thinking methods have proven successful in
improving customer experience. At GRTgaz, Hervé
Constant reveals having put himself in the shoes of a
business unit head to understand his day: “For example
we put ourselves in the shoes of a business unit head to
understand his day. We observed that he used a large
number of processes, at times redundant in the same day
for different tasks. We asked ourselves how can we sim-
plify his life and have worked on finding a solution that
will soon come to light: this is also how we regain cus-
tomer confidence”. In effect, taking into consideration
the user’s needs often has a quicker and more positive
impact on the final customer.
Erick Bourriot, Director of Connected Commerce for the
Beaumanoir Group, focuses his efforts on the omnichan-
nel exchange. “The client who purchases online and
wishes to exchange their product in store has be reim-
bursed and then purchase again: the operation is not
seamless”, providing a streamlined buying experience
is a challenge but the client’s satisfaction and loyalty is
worth the effort.

29
STANDARDIZATION, A GIFT OF SIMPLICITY
FOR BOTH THE COMPANY AND CUSTOMER
The customer centric approach implies being able to
provide a customized solution for each customer. Digi-
tal renders this easier and with decreasing costs. “Tech-
nology allows us to propose more complex solutions but
solutions that correspond exactly to the customer”, says
Alain Staron, Senior VP of Digital at Veolia.
This simplicity benefits both the customer and the sup-
plier. Veolia has always proposed tailored solutions but
at a very high cost. “In the 2000s we began to offer the
same solution to everyone which was not suitable either.
Now the products are increasingly sophisticated and
allow from the same frame for customers to customize
solutions for every need. It is the beauty of digital!”
SATISFACTION BEFORE CUSTOMER EXPERIENCE
The complexity faced by leaders of digital is real. In the
past few months Engie has focused a considerable amount
of effort in order to release three innovative offers, com-
bining consulting, consummation optimization and an
advanced form of data personalization. The efforts applied
do not prevent Augustin Honorat, leader of the DMPA
(Market director of individuals) and Marketing Director
of BU France Individuals to return to the fundamentals
of commerce: “help them reduce their bills for the same
comfort or better” – a virtuous strategy that creates cus-
tomer loyalty, strengthening the position of Engie in the
market at the price of client margin. This will be improved
by a better use of data (additional sales for example) and a
reduction in costs – due to more efficient sharing of infor-
mation between services.
Yes on
all channels
No, but
we will be
Yes,
on all digital
channels
No,
and it is
not planned
27%
21%
35%
17%
Note: 184 respondents
Do you measure satisfaction throughout the client
experience?
Interest in measuring satisfaction by sector:
• Tourism: 72% positive opinion
(Digital and omnichannel combined)
• Mass consumerism: 27% positive opinion
(Digital and omnichannel combined)
Personalized content is not yet the norm with
a clear preference for generalized content
(website, network, social media)
• Social media nonetheless permits companies
to organize their client base and obtain an after
sales service without any associated costs

30
On the other hand, in an equally competitive environment
Uber has two obsessions: passenger satisfaction, and also
its drivers, especially in their ability to generate turnover
because they are the key player in the value chain. “Like
passengers, drivers also have their application on their
smartphone which allows them to be in contact with the
passengers”, said Raphaël Morel, Director of Develop-
ment of Uber in France. Mr. More adds “we are working
nonstop to improve the driver experience on our appli-
cation”. For example the improvements allow them to be
paid immediately (and no longer weekly) to optimize their
cash flow. They also have the option to activate an option
that allows them to only take fares that bring them closer
to their home at the end of the day. As well, Uber offers
“access to an expert advisory team to accompany drivers
in the piloting of their business” among other services.
Retaining drivers is as important as passenger loyalty.
EXCELLENCE IS THE STANDARD
Accustomed to experiences that are increasingly
seamless and simple, customers have developed high
standards. The slightest glitch in purchasing, an applica-
tion that doesn’t fulfill its promises and it’s over for the
disappointed client often indefinitely. Realize the nega-
tive impact this can have on social media for a “brand’s
image”. There is no lack of solicitations and buying
opportunities making it easy for the customer to drop a
faulty brand or service even if they have been covered
by adblocks.
The SEB group is working diligently on the connecti-
vity of their products and on the development of asso-
ciated services. “We took a turn to focus on connected
products many years ago. We understood the advantage
for the customer: connectivity allows for more possibi-
lity, updates, all impossible with a book”, explains Paolo
Starbucks
Olivier de Mendez
Managing Director, France
Rewarding client loyalty in an international context
Our loyalty program is based on the frequency of cus-
tomer visits, when it would be more efficient if it was a
mix of frequency and dollars spent in order to be able to
reward both types of buying habits and not only one or
the other. Shopping habits in France are different than
those of the United Kingdom or the United States, where
customers go to Starbucks every day (only) to pick up
their coffee.
It is the customer who decides whether he is loyal to the
brand. Rarely is this understood. Brands often see loyalty
as a trickledown effect: the customer is loyal because he
visits our store every day or because he spends a certain
regular sum.
However, the customer who buys his espresso every day
is as important for Starbucks as the customer who visits
the store once a week but spends 40 Euros. Both deserve
to be rewarded because they are loyal to the brand in
their own way.
Few brands are successful and I would like to see more
work done on the subject to find the best way to reward
our loyal clients. This will require a lot of technological
improvements to create an added value that will have to
be presented to the United States.


Interview

31
Rovere, Vice President of Marketing for the SEB group.
Companions, connected cooking robots are customer
centric by nature “the relationship created with the cus-
tomer is very important: it allows us to be in the posi-
tion of the coach who guides the end-user step by step to
create his own increasingly complex recipes.”
These robots are often gifted for Christmas or birthdays
which obliges the SEB team to be irreproachable. A gift
that doesn’t deliver on all its promises has all the chance
of ending up in the back of the cupboard. “We have to be
irreproachable in what we offer: in the execution, the pro-
duct connectivity, the upload of the application, and its
24/24 availability at the snap of a finger, even on Christ-
mas, all of these options are imperative”, says Paolo
Rovere. A positioning that is compatible with the step
toward agility undertaken by the group, where recipes
and services are constantly being improved.
Evidently the same is applied to applications or further-
more the bots. Interviewed on the best usage of the latter,
Laurent Solly warns: “bots are exceptionally powerful if
they respond to a customer need and the public demands
are high. The expected standards are of great quality and
the end-users expect a solution to the question asked.”
The General Director of Facebook for France Sou-
thern Europe underlines the absolute necessity to be
able to provide a service that at least matches customer
expectations. Without this the relationship is at risk.
WHEN SERVICE CONTINUITY TRUMPS
INNOVATION
Companies of strategic industries and vital infrastruc-
ture are actively working on bettering their services and
optimizing their business models. They don’t however
forget their priorities which are security and service
continuity.
A railway manager concerned for his/or her passengers
will focus on maintenance and punctuality rather than
the exploitation of passenger data. “The director of inno-
vation for the London Underground takes the opposite
stance compared to the entire buzz around new business
models” says Ouahcene Ourahmoune, Director of Inno-
vation and Business Development of Alstom in the
UK. “According to him, there is no money to be earned in
NSP Strongly
disagree
Somewhat
disagree
Somewhat
agree
Definitely
agree
4%
0
10
20
30
40
50
16%
40%
33%
7%
Industry
Average of all sectors
Does your group centralize internal and external data
to have a 360 vision of the customer?

32
developing new services. He already knows his customer
and his goal is not to exploit personal data, it is to main-
tain the day to day function of his network. In other words,
technology should simply allow for a better functioning
tube.” In effect in this context running after connected
objects will allow him to better service for passengers who
are always ready to share their disgruntlement on social
media and taint a brand’s image.
1.3.2. Personalization is key
and difficult to execute
ersonalization is a real challenge for marketing
teams. It offers inconsistent results, which is
just as much to do with project piloting as tech-
nological limitations.
The marketing teams of Beaumanoir have just created
a Data Management Platform DMP and different news-
letters for each of their brands. The project had been
in the works for a long time. “The number of clicks and
page openings are already better!” says Erick Bourriot,
Director of Connected Commerce at Beaumanoir. “We
need to learn to disassociate ourselves from the life of
the product to be able to grow closer to the life of the cus-
tomer.” This objective is just as hard to achieve as is the
difficulty of gathering information on customers in store
rather than online. “We aren’t exploiting all the possible
opportunities at the cash register” regrets Erick Bour-
riot, who has high expectations for the recently launched
loyalty program.
The challenge for sales teams is the ability to combine
personalization and their omnichannel strategy. “We
need to improve our ability to welcome customers to
digital as it is the case in the UK where cash registered
are dedicated to online purchases.” Well executed perso-
nalization happens with the first point of contact, via a
newsletter for example, all the way to the act of exchange
or store visit. Erick Bourriot hopes this will force sales
teams to get rid of any remaining monochannel proce-
dures.
Customer centricity relies on customer
comprehension, but only 40%
of companies are equipped to centralize
data allowing for a 360 vision
of the customer.
Company ability is still partial and
difficult when it comes to implementing
a 360 vision
The integration of tools and solutions
permitting a 360 vision is not universally
adopted (40% of companies are taking this
direction)
This trend varies greatly between sectors:
• Heavy industry (12% in agreement) and telecom
(32% in agreement) are behind
• In comparison, the tourism industry and fast
consumer goods have respectively 55% and
45% positive feedback.
The difficulty to integrate a global system is
a challenge for large groups.
P

33
To contextualize is also to understand the customer
environment and product usage. “It isn’t only necessary
to better understand past customer processes, but also
to consider that the portfolio of solutions is vaster than
our product offer”, says Pascal Brosset, SVP of Strategy
Global Solution CTO at Schneider Electric. He warns:
“the same product, a break for example, can be used a
variety of different ways across different industries.” Mr.
Brosset believes after two years this understanding is
well incorporated in the company.
HANDLED A TO Z
The Engie teams have applied a mix of digital and physi-
cal products to personalize their new offers, notably for
MyPower. Photovoltaic panels are installed on customer
roofs. “For this offer, digital allows us to offer our clients
concrete piloting solutions and to render the actors of
transition energetic” analyzes Augustin Honorat, who
pilots marketing for individuals in the French market.
Replaced by: “MyPower, this offer is the ‘key in hand’
for installing photovoltaic panels on individual’s home
roofs, allowing customers to auto-consume self-gene-
rated energy with a return on investment of 10 years. We
handle everything from A to Z: the conception, adminis-
trative steps, the installation (in one day), the after sales
service, the long term guarantees of material, etc.”
A HISTORY OF CONTEXT
Aside from a customer’s knowledge, the time of contact is
essential for contextualizing the offer or discourse. “Our
goal is to guarantee “moments of life” for our customers”,
says Pierre Gauthier, CIO for MAIF “which implies
being able to source the right information, at the right
moment, to the right person”. Raising relationship inten-
sity is no longer necessary in order to sell more contracts
but rather to predict the moments where the customer
is more susceptible and needing guidance. Data is key,
“just as much as contextualizing the offer is for an advi-
ser”, says Pierre Gauthier.
« I want my 360
customer base
to coincide with that
of my suppliers: it is out
of the question to have
to rebuild everything »
Jean-Christophe Lalanne,
CIO of Air France

34
THE LIMITS OF PERSONNALIZATION
When Odile Szabo arrived at Vestiaire Collective after
being with Ratuken in 2016, she brought with her a strong
personalization culture. “When I arrived almost nothing
was personalized”, said Mrs. Szabo, “We did a number of
tests in the aim of putting in place unique definitions by
client type, and identify the 5% of clients that generate
50% of our revenue.” But the world of fashion has its own
rules, and the new Director of Marketing understood the
importance of not boxing customers into categories. “We
are here to inspire, it is important not to show the same
things to our audience,” Mrs. Szabo explains. Re-targe-
ting is a complex exercise in the fashion industry: “Two
similar coats, one in leather and the other in wool, have
nothing to do with one another in the eye of the cus-
tomer.” Everything depends on the context, the personal
environment and the profession of the customer, of their
hobbies and of course personal tastes without forgetting
the fashion trends.
Completely Somewhat
agree
Somewhat
disagree
Strongly
disagree
NSP
2%
33%
31%
7%
29%
Do adblocks limit the reach of your digital advertising?
Adblocks are perceived as a barrier,
but remain manageable
Not all sectors are concerned by adblocks
who have a greater impact on B2C than B2B
For the professionals who are impacted
the market is divided over adblocks:
• Adblocks are a barrier for online marketing
• However they are manageable by marketing
via other channels
« Adblocking is one of our main
challenges. Our primary response
is to present content differently,
so that it is accepted by
our audience without being
seen as publicity.
A well-executed email remains
efficient and more successful
than an automated campaign »
Guillaume Du Gardier,
Digital Director of Ferrero

35
1.4. OPERATIONS AND
SUPPORT FUNCTIONS
STRUCTURED BY DEMAND

1.4.1. Tools and men
ow do we recognize the right tools? Edouard
Sauvage, Managing Director of GRDF, shares a
first thought: “The step towards digital is in part
a collective appropriation: it involves rendering digital
commonplace and making it so everyone is familiar.”
says Mr. Sauvage, evoking examples of Yammer, which
the company launched in 2016 and celebrates an enga-
gement rate of 85% by its collaborators, as well, as from
external networks like Twitter and Facebook, where it
is possible for collaborators to exchange freely to stren-
gthen and highlight the company traits. In effect it seems
inconceivable for a user to have to manage tools “from
a different era” when there are touch screens and social
networks available at all hours in our private lives and
their use is intuitive.
The priority is impact for Emmanuelle Saudeau-Turlotte,
who has just joined AG2R La Mondiale. “We are rather
agnostic when it comes to technology. We should inte-
grate them with a single question in mind: how can it
change the life of our customer, our partners, or colla-
borators?” The new digital director of the leading social
protection group in France doesn’t start from zero in its
digital acceleration mission. “15% of health contracts are
already initiated online, there is standard form and one
which is dynamic, and aptitudes are organized by teams.
We first need to allow customers to understand, compare
and anticipate challenges that largely surpass interfaces
or creating a new mobile application and push the teams
to work on marketing and offer technique.”
You are missing the key
technological tools and platforms
to manage the data
48%
The culture of your company
is not aligned to customer needs 47%
Your organization’s is sales
before the client 45%
You don’t have a consistent
definition of customer centricity
in your company
38%
Your expertise is insufficient
for data analysis 33%
The laws on the use of personal data
prohibits you from have access
to your customers’ preferences
9%
What are the challenges slowing down
the implementation of a customer centric organization?
« B2C and client relations
are the digital motor. However, we
are evolving in a regulated B2B
environment: so we were
initially missing
the necessary
motivation to launch. »
Hervé Constant,
CIO GRT Gaz
H

36
THE BEST TOOL GENERATES THE DESIRE
TO EXECUTE, AS LONG AS THE PROPER TRAINING
IS IN PLACE
The large majority of those interviewed for this Referen-
tial agree on the effort that is necessary for technological
training, especially for sales. “We can tell that it is abso-
lutely necessary for the sales team to be trained on the
tools in order for them to be useful” says Erick Bouriot,
Director of Connected Commerce for Beaumanoir. “If
you limit yourself to only providing the tablet instruc-
tion manual to your sales force, you can be sure that it
will end up at the bottom of the drawer.”
It is even more possibly damaging as the tablets are dis-
tributed in test stores holding a precious information
like the catalogue, client buying history and the average
purchase basket. “Digital and the tools must not replace
the sales relationship,” says Erick Bourriot, putting at the
chance of the customer finding satisfaction in staying
behind their screen.
This approach is shared by Jean-Christophe Lalanne,
the CIO of Air France who has high expectations for a
tool to be diffused on 5,000 tablets at Roissy and Orly
(airports): “The tool is a motivator for work well done,
but will the agents use it? This remains to be seen. The
main challenge is to prove the use is valuable and that
the tools are foremost at the service of the customer, not
at the service of the agent” Mr. Lalanne underlines. The
impact of the solution lies on the agents’ proper use. Air
France’s relationship with customer interaction is in full
transformation.
The challenges met are a mix
of two obstacles:
• Technical: no tools, no data, no skills
• Social Cultural: internal culture, customer
legal external protection
Depending on the sector the challenges
are very different.
• Such as, the legal aspect in the health sector
is a problem for 33% of companies
(versus the average 9%)
Structure internal
processes
to optimize
customer
Systemize
the customer
feedback at
every point
of contact
to better the offer
Involve
the customer
in the
innovation
process
Use customer
data to
personalize
the product
Use customer
data
to better
target your
marketing
campaigns
29%
0
10
20
30
40
50
26%
22%
12%
11%
Average
Fast Moving Consumer Goods
What defines being customer centric?

37
THE LIMITS TO TECHNOLOGICAL AUTONOMY
For a long time the ADEO group gave each country tech-
nological autonomy in order for them to be able to adapt
to their local environments and be in accordance with
the strong trends of DIY (Do It Yourself) – the heart of
ADEO’s business. The approach is customer centric in
the first sense of the term. “But this led to each entity
having its own technology platform for online publishing
and sales”, says Christophe Verley, the Chief Digital
Officer for the group.
The costs of digitalization and the threats related to
new market entrants rendered this approach no longer
possible. “The race to “arms” is too expensive and our
business units saw the limitations to this autonomy that
must now be expressed differently” says Christophe
Verley. “We are now in a heavy but necessary mer-
ging phase, with an agility challenge that is difficult to
manage.” Between the one who wants to progress quickly
alone and the one who wants to be surrounded: the ADEO
group has included both approaches in the execution.
Customer centricity relies
on two parallel axes
• An internal reorganization of data to transform
the client experience
• A shared workload with the customer
(feedback, opinion, data exploitation)
Customer centricity is interpreted differently
depending on positions within the company:
• Digital is focused on the customer experience
• Marketing is focused on customer feedback
« Customer centricity is a complicated and
challenging work in progress. The issue is not
digital, it’s before all else a company
issue (…) with a strong commitment from me
and my team to secure an online experience
that is coherent with the offline experience. »
Thierry Lernon,
BUT International

38
1.4.2. Processes reoriented according
to customer experience
eyond talent and tools the transformation process
opens the possibility for companies to reorient
themselves completely towards their end-users
and customers. As long as they ask themselves the right
questions: “Let’s not forget that digital is only one method,
one method certainly…but a method. Ideas will always
count!” says Fabien Le Pen, Strategy and Commercial
Innovation Director at Bouygues Real Estate.
“The real challenge in an improvement project of process
that already exist is to understand are we really offering
digitalinitsnewservicecapacity”,saysSéverin Cabannes,
General Director of Société Générale. “What are the new
services we will be able to offer? What type of use will inter-
fere with what we already have?” Questions the bank has
trouble answering, at fault of not liberating the creativity of
their teams when it comes to data exploitation.
One of the first projects led by Magali Noé after her nomi-
nation as CDO of CNP Assurances in 2015 was to stren-
gthen the client culture. “We first decided to focus on client
experience and data, on tracing the experience and iden-
tifying moments of friction” says Mrs. Noé. An approach
that is shared across the group: Thierry Claudon, who
is managing director of the CNP Group in Latin Ame-
rica piloted the launch of Caixa Seguradora an insurance
pure player in Brazil in 2016. Mr. Claudon believes it is a
shame that large groups take on processes and tools before
even establishing their company project. “Big data is a trap
because it distances you from the tool. It allows you to know
the client profile…so? You have to start by knowing where
to find it, understand what he or she wants and what we are
giving him or her!” reminds Mr. Claudon, confirming that
what’s essential is not to know the customer, but rather to
appreciate his or her experience in order to best service
him or her. “Customers have told us how they wished the
website would function and it is according to their needs
that we built the platform. As well as, for the subscription
of online automobile policies, customers have the capabi-
lity to see what each guarantee costs. They can also pay
in 12 separate payments. These are revolutionary changes
for the market” says Thierry Claudon. The method works,
launched in 2016, Caixa Seguradora sells already 10,000
policies a month, 20,000 next year and has become a major
insurance player in Brazil.
DO YOU HAVE TO START FROM ZERO?
The evolution of processes can also bud from a redoing a
company’s global functions. “It has been one year since
we are digitalizing our sales force and client services
simultaneously”, says Fabien Le Pen, Strategy and Com-
mercial Innovation director for Bouygues Real Estate
“We have launched ourselves into the digitalization of
client experience from SAV to prospecting. Everything
was taken from the beginning, from equipping to the
sales approach on tablets, to the development of digital
tools, like wall imagery, to the creation of web folders
for customers.” Bouygues Real Estate is even pushing
the reach of the initiative to the remodel of its physical
stores, with the launch of a new concept: the “BI Store”.
This evolution has direct repercussions on the method of
product commercialization and introduces a new method
of engaging with the customer. Digital transformation is
not just a question of digital tools; it is before anything
else a question of culture, particularly internal, as this
requires all the ability of all the services to collaborate
with one another and to learn from one another.
B

39
example: “Attention your next objective is for the cus-
tomer to visit Facebook”, says Jean-Christophe Lalanne.
The potential for Air France is immense: here are its
agents equipped with a tool of instant function that
is supported by data allowing them to better complete
their mission. The cultural and adaptation challenge are
even more critical. “Employees will have to understand
the tool and feel accompanied” warns Jean-Christophe
Lalanne, “we will have to communicate precise objec-
tives.”
A NEW WAY OF INTERACTING
There is a change in foundation analyzes Jean-Chris-
tophe Lalanne, CIO of Air France “Historically agents
applied a process that drove the customer to react the
way we wanted him to react. This approach has evolved.”
The company wants to focus on the customer to better
understand and answer to their needs. The new method
thus involves guiding the agent with regards to client
interaction, via the tool on his or her tablet, he receives
a suggestion “for the next best action” according to an
orchestrated process by the company. “This could be for
Gilles Fabre
Partner Managing Director
Redoing Customer Experience: the transformation’s
moment of truth
The new market entrants and the large unicorns of di-
gital have established the new standard for customer
experience, by making their success the key and their
business model. The extensions of mobility, the revo-
lution of customer usage and users have amplified this
revolution by creating a new paradigm of customer ex-
perience based on accessibility, fluidity, simplicity and
transparence. This change in approach and customer
expectations has started an irreversible wave of reinven-
tion across all the sectors and industries for customer
experience.
Redoing customer experience is the catalyst for so-
ciety’s digital transformation. In part it visibly mate-
rializes for the customer, the new offers and services, the
new methods of interaction, the new experiences and
management processes have furnished a visible image
of the transformation. However, the transformation of
customer experience is also an internal transformation
for all companies. Its establishment requires a stronger
customer centricity, sourcing data to be able to better
understand and capture customer attention, an open
mindedness to identify ecosystems or accelerating tech-
nology, multidisciplinary teams leveraging agility, and
new ways to collaborate. Thus, putting in place this new
approach requires ineluctable changes in the operatio-
nal model and organization of each company for the new
customer experience to transition from a prototype to an
active function, at the heart of the business and as a real
tool of differentiation.
Redoing Customer Experience is the digital transforma-
tion’s moment of truth.

Expert Opinion BCG

CHAPTER 2 : ARE ENTERPRISES HEADING TOWARDS BEING DATA- DRIVEN? PG. 40
2.1. A work in progress with varying degrees of advancement pg. 47
2.2. The first spectacular results pg. 51
2.2.1. Data: servicing client relations and personalization pg. 51
2.2.2. Security and maintenance: transitioning from reactive to proactive pg. 53
2.2.3. Data security, more vital than ever pg. 54
2.3. Data, an IT challenge! pg. 55
2.3.1. A solution for managing exponential volumes of data pg. 55
2.3.2. The advantages of a progressive approach: the BUT method pg. 56
2.4. We must go further pg. 57
2.4.1. Data collection is not sufficient; it must be correctly used pg. 57
2.4.2. Towards iteration pg. 57
2.4.3. The challenges of creativity and innovation are still very present pg. 58
2.4.4. Data in real time pg. 58
2.4.5. Data is useless unless correctly collected pg. 60
2.4. The urgency of solving issues of governance and data ownership pg. 61
2.5.1. The Chief Data Officer, here to stay? pg. 62
2.5.2. Personal data: elevated risk of sanctions pg. 63
2.5.3. Must data management be outsourced? pg. 66
2.5.4. Clarifying the question of property to finally allow for progression pg. 68
2
41

Important progress has been made since the turn of
the century and the wave of big data: companies have entered
a phase of acceleration and have oriented themselves towards
incorporating data driven models for their activities. The step
to action is pragmatic, with usage and thus good practices.
The projects underway, even the most simple, already benefit
from spectacular results and are a great example
of a data-driven company’s potential.
2.
ARE ENTERPRISES HEADING
TOWARDS BEING DATA- DRIVEN?
42

44
Are enterprises heading towards being data- driven?2
2.
ARE ENTERPRISES HEADING TOWARDS
BEING DATA- DRIVEN?
The companies who perform the best are those who
underwent a radical transformation of their activities
and acquired crucial competencies. The arrivals of new
talents, combined with training efforts, have contributed
to a general increase in competence. In a few years, these
organizations have succeeded in evolving their pro-
cesses and adopting new practices to surpass the usage
stage and evolve into one of data-management.
Few are able to make use of all the innovative possibi-
lities data offers. A company’s transition from a classic
organization to one piloted by data has no formal method.
It demands developments linked to cultural change and
the acquisition of new skills as well as executing organi-
zational and technological projects. A data-driven com-
pany is a well-defined target but still far from reach.
Awareness is added to the imperative transformation:
the exploitation of data will gain structural importance
creating new challenges for managing executives. First,
on the juridical level, with the enforcement of regulations
on personal data, including the European Regulation
on data protection that will be applied starting in 2018
and provide radical penalties for any breach. Secondly,
strategically, due to customer’s increased transparency
requirements, a vigilant approach to data exploitation
is necessary creating a new dynamic to the customer
centric company.
« We have the tools,
we have the capacity
to calculate and
we have the important
volume of data,
with which we still
don’t know what to do »
Erick Bourriot,
Director of Connected Commerce
Beaumanoir Group

45
Are enterprises heading towards being data- driven? 2
Data-driven company : Summary
Leverage the potential of data
Customer
perception
of data
• Using data is universal: 85% consider it normal to exploit customer data
• However, the value of data varies widely depending on the function of
the sectors: 65% of health companies would agree to pay for data compared
to only 13% of companies in the luxury sector
Technical skills
and obstacles
• Other than acquiring the technical skills needed to start exploiting data,
the biggest step for companies to accomplish is their culture must become
data-driven.
• The emergence of open data: 82% of companies see open data as a strong
and efficient method for innovation. 64% are ready to collaborate with
external resources.
• A new regulation starting in 2018: GDPR securing data. This regulation will
change data usage. Banking and health sectors are the most concerned.
(53% to 48% respectively hold a negative opinion)
Valorizing data • 91% of companies have adopted a data value strategy or a new business
model allowing for the added-value of customer data.

46
Data-driven company
Key Figures
Data exploitation 86% of companies
Regulation 53% of banking companies and 48% of health companies worry
about the implications of the new GDPR norms
Open data 82% of companies consider open data a great opportunity
New business
models
91% of companies adopt new business models in order to support
data usage
MAJOR PRIORITYMINOR PRIORITY
Improve
data quality
3.11
Incorporate tools
for data processing
and stocking
2.98
Develop an understanding
of function and
of the company’s data culture
3.05
Acquire knowledge
related to data
management
2.94
2 43
With regards to data, how do you organize your primary company priorities?
(1: minor priority/4 major priority)

47
2.1. A WORK IN PROGRESS
WITH VARYING DEGREES
OF ADVANCEMENT

THE ERA OF DATA MANAGEMENT:
A SOLID BEGINNING
Announced with a bang in early 2010, the big data revo-
lution finally made its first virtuous effects. The time for
companies to fully be able to support the implications, to
review their organization and to equip themselves with the
solutions and technology that permit themselves today to
realize the potential and to even exploit a certain amount!
TheinterviewscarriedoutfortheReferentialrevealcontras-
ting degrees of progress across different company projects.
A number are still at the stage of choosing between which
infrastructure and which tools to use. Others have initiated
major reforms, redoing their foundation and utilizing the
potential from the tools at their disposal. This is the case of
Carrefour, for example, which has just finished a two year
project. The distributor generates 3 million Euros of daily
revenue and its customer loyalty program is comprised of
15 million active cardholders. In order to process the disag-
gregated data, Carrefour has equipped itself with a data
lake and a processing center, where DMP has been applied.
“We now have an incredible ability for deciphering data”,
rejoices Hervé Parizot, Executive Director of Carrefour
e-commerce and Data Clients for France. This device
allows the personnel to fully enter the era of data manage-
ment, reinforced by the number of teams dedicated by the
company to charter the use of data. “It must only be used
to better understand and service the customer” says Hervé
Parizot.

Those who ran their projects well are already benefiting
from the fruits of their effort. “We started from scratch 3
years ago,” recalls Thierry Lernon, General and Chief
Digital Officer of BUT International. “And today more
than 1.5% of revenue is generated from relationship marke-
ting”. Mr. Lernon’s company made the radical choice to out-
source the processing of its data, a relatively low cost solu-
tion to a situation of colossal implication. “It was the right
decision for us. The stakes are huge with 40 million visits a
year to our stores and 1.5 billion Euros in revenue, with 50
million desktop and 20 million mobile visits!” An example
that summarizes the general sentiment of the companies
interviewed who overall feel they are starting to see the end
of the tunnel: their infrastructure is finally in place, or will
be, after years of development, and they are exiting long
phases of data consolidation to finally be able to pass to a
phase of data acceleration.
COMPANIES GAIN PROFESSIONALISM
The rise of skill in companies concerns all industry,
observes Erwan Gaultier, EMEA General Director of
Digital Channels Customer experience of Orange and
founder of the Digital Factory to which IBM contributes:
“All the actors, including the most advanced are still in
the operational learning phase.” Acceleration is even fas-
ter and data takes on a vital dimension for some, states
François Gonczi, Digital Director of EDF. “The whole
company is affected by data: marketing, web mobile
teams, operations. Half of our employees work in a call
center in France, 5,000 employees whose work involves
anticipating customer calls, schedules, etc. which directly
implies data.” Developments are thus a priority for Fran-
çois Gonczi who is happy with the progress made over the

48
last several months: “The integration and automation of
customer activities is improving every day in the level
of professionalism notably because of text analysis. EDF
receives more than 70 million emails a year. Analysis
allows us to know for what subject we are being contac-
ted, the customer mood, and in how many hours must we
answer, everything in industrial mode.” The professiona-
lism of the team is essential in order to obtain such results:
data is a key trade at EDF, who was able to make use of this
business thanks to an infrastructure adapted to big data.
IoT: AN IMPORTANT VECTOR OF ACCELERATION
The first wave of connected objects also played a role
for the industries who seized the opportunity before the
arrival of the internet age for objects. “We have data of
better quality thanks to IoT”, says Pascal Brosset, Chief
Technology Officer of Schneider Electric, “We have
gone from intuitive management to data driven mana-
gement”. Low volume does not cause problems for the
company, who finds itself in a position of technological
advancement, “at a distance!” in relation the needs of its
customer.
The acceleration of the development of data takes a
strategic turn, one of survival, for companies whose acti-
vity depends on data analysis and their integrity. This is
the case of Thales for example for which data has become
the undertone for all industrial decisions, whether it be
for the company itself or for its customers. Connected
objects generate data that are then stocked and pro-
cessed: “If this data is attacked in the process, whether
it is theft or they are corrupted”, analyzes Jean-Ma-
rie Letort, VP of Strategy for SI Critiques and Cyber
Security at Thales. “Theft is bothersome, and should be
known. But if data is corrupted, then the entirety of the
industrial system and the process for decision making
are damaged.” This situation logically explains the pro-
gress undertaken by the company in the field of data.
Lack of
necessary tools
Lack of skills
Lack of managing
direction’s sponsorship
MAJOR OBSTACLEMINOR OBSTACLE 2.12
2.01
1.89
2 3
How would you classify the obstacles to data management by open data with external communities?
(1: Minor obstacle / 3: Major obstacle)

49
CONTRASTING DEGREES OF ADVANCEMENT
It is hard for companies to discuss acceleration without
discussing the subject of data in detail. After the framing
and adequate structure is put into place (which is not a
small endeavor) then comes the necessary research and
the first usage. AG2R La Mondiale appointed Emma-
nuel Saudeau-Turlotte at the beginning of the year as
Digital, Marketing and Client Relations Director. Mrs.
Saudeau-Turlotte position is intersecting and she works
on date usage with the Chief Data Officer. “The models
are starting to function; we are only at the beginning of
a long cycle that will transform the company. The first
building blocks of infrastructure are in place and all the
work for data management has been initiated”, confirms
Mrs. Saudeau-Turlotte, indicating the first outcomes will
benefit the customers (segmenting and personalization)
on the risk and regulation challenges. The keys for acce-
lerating are the following, according to Emmanuel Sau-
deau-Turlotte: “We must work on the quality of the data
and its structure, and begin with specific cases of use and
the effects of data, that answer real business questions.
We then will use the cases to extrapolate client and ope-
rational value. Finally, we will have to equip ourselves
both in infrastructure and skill to leverage all the poten-
tial of this technology that is still evolving.”
Open data: it’s the whole company
culture that must change
The primary obstacle of open data in data
management is company culture and
a managing direction with a lack of leader
sponsorship.
Other acceleration obstacles are easily
identifiable:
• Technical inability to treat important volumes
of data
• Presence of Silos
• Lack of visibility within the company
« The data project is far from complete.
The transition from a classical organization
to an organization piloted by data has no formal
method. Certainly for a company like ours, present
in 14 countries with varying degrees of maturity »
Olivier Girard, Director of Client Marketing and Data at Auchan Retail

50
Data analysis has always been a strategic skill for insu-
rance companies, who have long attracted the best ana-
lysts and mathematicians. However, the entry into the
era of data management reveals a completely different
exercise for companies in this sector who find themsel-
ves on equal footing with other industries, facing the
same challenges. Data has thus been a key priority for
Goupama in 2016, who launched PoCs and is working on
their industrialization. “We are in the process of putting
into place a DMP and a data lake, and have selected a
number of the most ROI usages cases on the subject,”
says Meriem Riadi, the insurer’s Chief Digital Officer,
“either the prediction churns or the improvement pro-
duces more accurate and likely insurance quotes.”
It’s the level of maturity that Cattolica Assicurazioni
is still looking for, a major Italian operator. Alberto
Ricchiari, the CIO, is working on questions of data pro-
perty and infrastructure. “Control of data in the value
chain will be one of the major short to medium-term
challenges if we are to reach this famous data-driven
company. One of the key turning points for IT will be
to support a data-driven company with an infrastruc-
ture that allows the integration of data from a variety
of sources, that leverage simultaneously big data tech-
nology and hybrid clouds, in order to be an enabler for
all new business opportunities.” Mr. Ricchiari says. The
subject has become urgent for the insurer and risks beco-
ming an IT nightmare if each department continues to
collect its own data.
Antoine Gourevitch
Senior Partner
Accelerate your data transformation now! (1/2)
The rhythm of operational data integration is ac-
celerating. Ten years ago, only one of ten compa-
nies who now have the strongest capital on the
stock market in 2017 was built using data: Micro-
soft. Now there are six: Microsoft, Apple, Alpha-
bet, Amazon, Facebook and Alibaba.
This dynamism has a reason. Companies built
using data reduce waste and perform better, rising
above historical levels. They use updated data
and keep their chains as slim as possible in sales,
marketing, logistics, manufacturing and RD, im-
proving their gross operating surplus (EBITDA)
by 20 to 30 percent.
However, initiatives surrounding data and trans-
formation are often failures, undermined by the
projects taking several years, being centralized
and extremely costly with regards to system re-
design.
Following on page 54.

Expert Opinion BCG

51
2.2. THE FIRST SPECTACULAR
RESULTS
The degree of maturity obtained by companies ex-
ploiting data varies greatly – and rare are those that
are data-driven, rather partially. Nonetheless many
gain concrete results right from the start of their pro-
jects. This confirms positive medium-term progress in
business conduct, in its maintenance and in efficiency
gains and productivity in general.

2.2.1. Data: servicing client relations and
personalization
Whether they are still searching for example
usage or they have transitioned to industriali-
zation, those interviewed for this Referential
have developed a concrete approach to working with
data, notably in marketing, where its potential for appli-
cation is infinite. At Club Méditerranée, Quentin Briard
was able to leverage a large volume of data and benefit
from his teams creativity to conduct target market test:
“Our first experience surrounding machine learning
was on CRM and its targeting capability (technology:
TinyClues). The tests that we conducted had very good
results showing 30% additional efficiency.” Such an effi-
ciency does not merit the reconsideration of the analysts’
work, but does incite the leadership’s necessary reflec-
tion on their role’s future evolution, confirmed by the
Marketing and Digital Director of Club Méditerranée
for the FBS zone (France, Benelux, Suisse): “The role in
our BI department is evolving: data visualization, data
protection and security, data omnichannels, all are a part
of their daily lives.”
Data also permits the improvement of a company’s exis-
ting tools. The relationship marketing of BUT is already
well supported by transactional data, for example: “But
we are already going much further!” says with enthu-
siasm, Thierry Lernon, Chief Digital Officer of Sales,
whose teams have progressed quickly with identifying
indicators of customer intention and online visitor iden-
tification.
For others it was the piloting of major projects that was
the opportunity to launch tools integrating data poten-
tial. This is the case for PSA Peugeot-Citroën, for exa-
mple, who has initiated a global remodel of their website
for Peugeot. “We have just started integrating persona-
lization in our website experience on sample audiences”,
explains Anne-Laure Mérillon, who is head of Interna-
tional Digital Marketing for the Peugeot brand. The
approach was first tested on the Spanish market. “It aims
to facilitate customer choice”, underlines Anne-Laure
Mérillon. An essential element considering sales is the
primary vocation of the website – a first for the French
manufacturer (outside electrical cars).
FIRST RESULTS ARE SIMPLE BUT ALWAYS
CONCRETE
The personalization of the client relationship is a fun-
damental characteristic of a customer centric company
and a shared objective by a large majority of those inter-
viewed for this study. Data permits progress that is now
considered basic but that not too long ago was out of
reach. “We are successfully able to understand our client
profiles,” says Hervé Parizot the Executive Director of
e-Commerce and Client Data for Carrefour France:
“Carrefour is a multi-format group, with e-commerce,
supermarkets, and commerce locations spread across
6,000 points of sales in France. We have discovered
Q

52
much on how our formats are used by customers. They
are ‘mixers’, they have understood us and understand the
way to use each group’s format.” – a first step that should
allow Mr. Parizot to completely personalize the client
experience, following the distributor’s objectives. BNP Paribas Personal Finance
Denis Kraus
Global Head of Digital
One to one marketing is becoming a reality thanks to
data
Decision making motors (bots, after-sales service, etc.)
are the company’s biggest investment. We are in the pro-
cess of transforming our marketing to create a one to one
relationship with our clients. The call center advisors
know the client’s history. The data, coupled to machine
learning and systems capable of identifying strong si-
gnals, permit the company to propose new product and
push the correct offer at the right time. We thus focus on
clients who are the most susceptible to subscribe to our
offer. It is the end of marketing as we knew it in the 80’s!
We are also launching a tool that will use an algorithm
to identify clients who could face difficulties in the near
future. We will be able to anticipate the challenges and
contact the client to offer to review his or her portfolio,
which is a real advantage in client relations. Prospective
clients are a part of a similar initiative, as we wish to ac-
company them from the beginning on their request for
loans, by anticipating the work they would have to do on
their homes for instance. Data permits this type of ini-
tiative, and here lies the potential for gaining customer
loyalty.

Interview

53
2.2.2. Security and maintenance:
transitioning from reactive to proactive
eyond marketing and client relations, data
allows companies to optimize the maintenance
of products, infrastructures, and industrial tools
with a growing efficiency and precision. The impact on
costs and security is as important as the analysis of data
allowing for a predictive approach. A change in para-
digm illustrated by Ouahcene Ourahmoune, Director of
Innovation for the UK and Ireland at Alstom: “the tra-
ditional use is to perform a test every x kilometers or at
predetermined intervals and to replace the part as soon
as it surpasses a limit of usage that was guaranteed.”
Alstom is shifting away from this approach to one that
is predictive and has even opened a center dedicated to
this technology. “Mass data collection allows us to anti-
cipate part replacement”, says Ouahcene Ourahmoune.
Mr. Ourahmoune’s ambition is shared throughout the
industry, where projects are providing concrete results
with regards to quality control for Sanofi Pasteur, or
client knowledge for GRDF. “Actually, a dozen expe-
riments exploiting data internally and externally are
underway in our DataLab center on the subject of pre-
dictive maintenance or client knowledge” says Édouard
Sauvage the General Director. This was a real risk accor-
ding to the gas distributor, who has since succeeded in
applying preventative measures to drastically limit the
probability.
The vital and strategic dimension of supplying energy
pushes this sector thanks to data to optimize risks. Ene-
dis heads a European project working on photovoltaic to
allow a system to function even if the power lines are cut.
“We used big data to understand if we could pilot a com-
munity (a connected micro-grid) thanks to photovoltaic,
combining electricity data and heat”, shares Christian
Buchel, Chief Digital Officer of Enedis. The first tests
concluded virtuous effects well above the company’s
basic organization and opens the possibility of dynamic
piloting and precise energetic installations in case of
accidents.
The banking industry is also concerned by data risk
management. The analysis of client risk is historic of
financial institutions; the transition to predictive analy-
sis opens a new dimension and an opportunity to dras-
tically reduce costs. “We are opening an account every
30 seconds in France. There are a small number of fraud
cases. Artificial intelligence allows us to detect the cus-
tomer profiles who are susceptible and to create “scores”:
this person, this age, at this location has a certain pro-
bability to be a potential risk”, states Hugues Le Bret,
co-founder of Compte-Nickel. This evolution benefits
the customer. “We are fighting fraud and fishing at a cost
that is five times less than the market. The cost is no lon-
ger reflected in the service price: here is a virtuous effect
of data and artificial intelligence!”
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54
2.2.3. Data security, more vital
than ever
Digital transformation must not be slowed
because of security issues, efforts taken by
the industry should only be payable under the
condition of insuring the protection and non-corrup-
tion of data. To answer this issue, Thales has invested in
deep learning and machine learning to transition from
a reactive to proactive mode under the SI company pro-
tection and detection of cyber attacks. “This allows us to
format the normative function of the company: we know
who does what, who disposes of what rights, etc. Thus a
cartographic drawing is done of the IT system and the
company. The system, self-learning, supervises the gap
that could exist between the normative function and an
observed function.” Explains Jean-Marie Letort, VP of
Strategy and of SI Critical Activity and Cyber Security
at Thales. As soon as a gap is noticed, experts determine
if it is a true thread of a cyber attack and react accor-
dingly. The gain in efficiency is factual for Thales and
its customers. The company is accelerating the develop-
ment of this approach and hopes for its general adoption
throughout the organization in the next two years.
L
Antoine Gourevitch
Senior Partner
Accelerate your data transformation now! (2/2)
A better approach exists: an agile transformative
approach, manageable and centered on results.
Following our experience, data transformations
can only happen if they are cost efficient, incre-
mental and durable. BCG developed an approach
that begins with small rapid scalable efforts of
digitalization, leading to a dynamic more general
transformation with financing capacity for the fu-
ture phases. During the second and third phase
of transformation companies formalize their ap-
proach based off the knowledge acquired from
their first successes, while industrializing the data
and analysis, and building a new organization
founded on data.
This incremental process is faster, less expensive
and more susceptible for success than an entire
remodel of a system. We have seen companies
produce 15 to 20% of data transformation poten-
tial in six to nine months. There is no excuse for
waiting as a more dependable method exists for
building a future based on data.

Expert Opinion BCG

55
2.3. DATA, AN IT CHALLENGE!

2.3.1. A solution for managing
exponential volumes of data
The potential impact of data on marketing per-
formance and the development of new offers is
as visible as it is enthusiastic. The efficiency
gains and the productivity of a data-driven company are
spectacular and allow for a deeper impact on organiza-
tions. The challenge for many is to automate the pro-
cesses in order to limit the repetitive tasks – and thus
liberate time and energy for teams to concentrate on
tasks of greater added-value.
To achieve this, companies must first be in the position
to measure a large volume of data. At the end of the 90’s
Sacem evolved from a world that was “finished”: 6 TV
channels, 20 radio stations and a few concert halls, col-
lectively it represented a few million usages a year. The
organization, whose mission was to distribute musician,
author, interpreter and composer rights, found itself
suddenly facing an obligation to manage the exponential
growth of data. Audiences exploded with the develop-
ment of digital TV, then the transition to the age of plat-
forms and streaming expanded the volumetric reporting
to 6 billion channels per year, a figure that triples each
year.
The organization issues 700,000 contracts a year via mul-
tiple channels: stores, hair salons, dance clubs, concert
halls, media, internet services and streaming platforms.
To collect the revenue (1.3 billion Euros) Sacem receives
the diffusion slips which are then compared to a cata-
logue of 20 million titles: “We receive the complete list of
titles to diffuse in a country, at this time, on this platform,
and under this subscription,” explains Christophe Wai-
gnier, Director of Resources and Strategy at Sacem.
A simple reporting line can resemble this: Finland,
February 2017, Spotify, Rihanna, Diamonds, subscription
at 7.99 Euros, x number of streams and x Euros of reve-
nue. “We then compare the downloads to our list of titles
and we recommend x% of its value to the distributor. This
has expanded to such a size that it is impossible to do so
manually”, says Christophe Waignier. It is to answer this
challenge that Sacem has decided to switch to the Cloud:
“Our cloud will be in place at the end of 2017. We aren’t
reinventing anything: we are changing technology and
pooling together all the processes and stocking across
the world.” The global sharing of resources is important
for the company, whose members are across the globe
and who has been confided since 2005 mandates from
large recording houses, such as Universal. Scalem glo-
bally represents Universal’s portfolio (excluding US and
Asia) for Youtube and the big players of the internet.
L'

56
2.3.2. The advantages of a progressive
approach: the BUT method
Nothing to reinvent? It is not so simple for com-
panies whose information systems are not adap-
ted to the digital age, notably sales teams. This
is the case for BUT, whose IT legacy is centered uniquely
on the store rather than the final customer. “Many of our
building blocks are ten years old and the entirety of the
IT system is poorly adapted for ommnichannels. The
E-commerce has infrastructure hardware and distinct
software connected on central IT data”, explains Thierry
Lernon, Chief Digital Officer of Sales. Supported by his
CIO, he focuses a lot of energy and time at creating a hie-
rarchy for the renovation block by block of the informa-
tion system. “We aren’t in the logic for a change of ERP.
We are taking turn for turn the PIM (product reference),
customer reference, the stock, the cash register system,
etc. Then we conduct projects one by one with external
software best of breed for each subject. The logic of ISD
is to set up containers of omnichannel data, in real time
and for the stores, e-commerce and relationship mar-
keting where the supply can easily connect,” describes
Thierry Lernon.
The philosophy of BUT is to occupy the terrain, even
imperfectly, the time to reinvest energy to put in place
the new foundation until the process of modernization is
complete: “If the web can go faster externally than the SI
systems of BUT we then use external partners. If however
our systems are on point, we then connect back to them.”
Thierry Lernon has thus launched the construction of a
client marketing omnichannel, working externally. “This
philosophy has permitted us to avoid frustrations within
the teams, the constant expectations. We also save on
the possible delay of large SI deliveries”, says Mr. Lernon
who is also the head of e-commerce and cross-channel
operations. The initiative permitted an advancement of
two years and enabled starting relationship marketing
before even having SI centralized in the client base and
an adapted omnichannel.
N
Air France KLM
Jean-Christophe Lalanne
EVP CIO
The cloud reveals its strength but still lacks in fluidity
Our objective is to render the architecture agnostic and to
detach ourselves from past inherent constraints. From a
technical point of view we are going to lean on the strength
of the cloud that follows the logic of compartmentalizing,
standardizing and virtualization, coupled with robust ser-
vice platforms for developments. The concept of the cloud
allows for the world to be seen moving! Up until today, sof-
tware suppliers deliver or host in ASP or in cloud mode. We
are moving towards the supplying of added-value building
blocks, able to merge into one another and that must be able
to merge with those of the client. I hope that my 360˚ client
base is able to integrate with my suppliers: it is out of the
question to have to rebuild everything!
The current evolution is very interesting for us, despite the
progress needed on the compartmentalizing of data-cen-
ters. Three of our data-centers have doubled in size; one day
I would like them to be only virtual centers.


Interview

57
2.4. WE MUST GO FURTHER

2.4.1. Data collection is not sufficient;
it must be correctly used
he achievements accomplished thanks to data
are real and at times surprising. They already
allow opportunities for both advanced and tra-
ditional industries, giving meaning to the notions of
acceleration and digital transformation. However, the
companies we have met with are far from making full
use of its potential and the data-driven status remains a
distant objective for a vast majority of them.
Certain obstacles are readily identifiable: technical ina-
bility to process large volumes of data, the presence of
silos and compartmentalization. Difficulties of access
or visualization are all real issues and realities that
companies have faced over the last several years. For
the most part they are on their way to being resolved,
as is the case for Clarins who are undergoing a massive
phase of investment to accelerate their data. “2016 was
the year of initiation and construction, 2017 the year of
acceleration and data analysis”, explains Thierry Chrin,
the Chief Technical Officer. “Our CRM specialists are
putting in place a CRM intelligence index that provides
the quality of CRM from this or that country across 25
criteria. We have launched pilots as part of our Look
project (via Salesforce), integrating a dozen software
components such as: check-out, e-commerce, marketing
automation, loyalty point calculation etc.” Strengthened
by such a structure Clarins is ready to accelerate despite
still having data that is too “silod” according to Thierry
Chrin.
2.4.2. Towards iteration
nce the structure is put into place and the tools
are available, next comes the question of the
human capacity to give value to the tangible
data. This involves the time available, the creativity of
emulation and the capacity for analysis. It entails the
capability to apply one’s analysis to the business, to
understand its effects and to then apply it to the data.
How do you complete the constant loop between the
business and concrete improvements? This is the ques-
tion that Thomas Saunier, General Director of Malakoff
Médéric asks himself: “To conduct a project in order to
find correlation between data is not what is essential.
You must find the cases of actual use and ensure that the
data is used. It is not a question of doing an analysis but
making sure the analysis is well used.” This is the reason
that Thomas Saunier has the tendency to prioritize ana-
lysts’ recruitment rather than data scientists: “We need
profiles that are capable of managing the chain: the ana-
lysis and restitution are only a part of the subject.”
Thomas Saunier sends the manipulated data to the data
lake before the correlation is justified between the analy-
sis and decisions made off its basis: “This must become a
reflex!” Mr. Saunier says. Mr. Saunier’s teams are working
on the first applications concerning fraud and churn, wit-
hout yet being able to turn the dial.
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O

58
2.4.3. The challenges of creativity and
innovation are still very present
The adoption of data is accompanied by a culture
evolution. This evolution generates as much
enthusiasm as frustration tied to the difficulties
of exploiting the full potential of data due to lack of capa-
bility or time. Also priorities are sometimes elsewhere,
like at Ferrero where the teams are composed respecting
the ratio of mix media: predominantly television (70% of
their composition) blocking the ability to recruit digital
experts.
A number of companies interviewed expressed their
unfulfilled desire to do “something new” with the data.
How to render the possibilities into business opportuni-
ties? “We have the tools, we have the computing capa-
city, even if they are not sufficiently fast, and we have a
large amount of data, with which we do not know what
else to do,” says Erick Bourriot, head of the Connected
Commerce at Beaumanoir Group. A question shared
by Séverin Cabannes, delegated Managing Director of
Société Générale: “What type of usage would break from
what we already have? There hasn’t been a disruption in
banking surrounding the potential use of data coupled
with artificial intelligence as there was in the health sec-
tor. The real challenge, in the aim of bettering existing
processes, is to know that we are truly offering digital in
the capacity of a new service. “For now we aren’t able to
liberate the creativity”, says Séverin Cabannes, without
indicating whether the block is tied to the culture, com-
pany history or the bank’s internal organization.
2.4.4. Data in real time
Data is a great vector of acceleration, as long
as it can be exploited and restituted quickly
enough to facilitate the decision making of the
client or final customer. Real time is thus a major attri-
bute of the company wishing to lean towards data-ma-
nagement. Its benefits are immediate on installation for
maintenance and equipment (Veolia has equipped Paris
with probes to measure water quality in real time, ins-
tead of a sample taken manually every three weeks) or
to better the administration of medicine during clinical
trials as Ipsen does.
THE ALGORITHMS TO FURNISH AN ESTIMATE
RATHER THAN A CALCULATED MEASUREMENT
Companies that manipulate “simple” data approach the
ability to playback data in real time, as is the case for
GRT Gaz, who wishes to transfer to its clients dependable
information the quickest possible concerning their use
“enter-exit” of the gas network: “Data is now available
several times a day, and will be in less than 1 hour at the
end of the year”, shares Hervé Constant, the CIO of GRT
Gaz. This hurtle requires data calculation strength and
meticulous logistics. This can be accomplished in two
distinct ways: “either we create an auto route to permit
the transmission of more information and calculation, or
we use algorithms to get closer step by step to a mea-
sured reality.” In other words, a company may choose to
invest in bandwidth to absorb the amount of data neces-
sary for an exact calculation, which is cumbersome and
more costly to implement, or they can rely on the power
of algorithms for a reliable “estimate”. Hervé Constant
plans to set up the second solution, which as of now is
still being studied. The transition from actual results to
estimations would have a direct impact on contractual
relationships between the company and its customers.
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59
Compte-Nickel
Hugues Le Bret
Co-founder
A second technological revolution
Compte-Nickel* is a universal payment system that is unable
to offer credit. We accept all sorts of clientele: poor, affluent,
everyone is welcome and treated equally. We do not just judge,
compare, exclude or punish. This philosophy is dependent on
technology in order for it to work, with the ability to constantly
checkaccountbalances.
We are the only French core banking system that operates in
real time: the group’s total balance is calculated for each pay-
ment transaction, which requires the ability to consult our da-
tabases several hundred times per second. We have already
completed our second technological revolution allowing us to
service millions of clients. We have worked up to this point in
SaaS mode and have switched to Cassandra technology in or-
dertohandleagreatervolumeofinformation.DebitsfromCAF
are large operations taking several hours; they will now be able
tobeprocessedfaster.
Databelongstotheclientandthewayitisplayedbackshouldal-
lowforaclient’sbetterself-understanding.Beyondtheobvious,
we could inform users in real time and with precision. We are
also contemplating applications for savings and debt advising.
Wecouldequallyoffercomparativefunctionstoourusers:here
is the average spend in this supermarket, rent, entertainment
etc.,whichwouldconsiderablyhelpclientstoreducetheirspen-
dingandsave.
*Compte-Nickel was bought by BNP Paribas in April 2017
(at 95%)

Interview

60
REAL TIME TO “RAISE THE PRESSURE”
Data is an undeniable weapon and offers real opportu-
nities for differentiation – rare are the companies who
are able to exploit its use in real time. Many are wishing
to progress in this domain: “We need it for personaliza-
tion and omnichannels” states François Gonczi, Digital
Director of EDF Sales. “We would like to be able to alert
advisors when a customer is having difficulty on the web-
site or the application. We could greatly progress on this
subject!”. A customer centric ambition shared by Denis
Kraus, Global Head of Digital at BNP Paribas Personal
Finance, whose team is actively working on the capacity
to take action in real time, in reaction to a signal emitted
from a call center or from an application. The intentions
are real and their action plans: let’s bet that the exploi-
tation of data in real time by commercial teams will see
major progress in 2018!
2.4.5. Data is useless unless correctly
collected
he transparency of data is a problem shared by
almost all of those interviewed. This can be due
to the large volume or simply that it is not well
organized or a lack of available visualization tools. Its
play back in a clear and intelligible format is essential
in order to give the users and customers the key for deci-
sion making. The sorting and selection of data is there-
fore an indispensable prerequisite, but it is not the only
one: the collection must also be well done to not loose
time and energy afterwards. “We are in a constant bat-
tle with our commercial teams to have orderly and up
to date data”, says Fabien Le Pen, Director of Digital
Strategy and Innovation at Bouygues Real Estate, for
whom it is essential to be listening to the on the ground
and business line needs. At Air France this initiative is
applied to the development of a concept of data-as-a-ser-
vice. To answer business needs, the CIO provides a range
of services using data and visualization tools – that are
essential in addition to the support of the Data Project
Manager for each business.
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61
2.5. THE URGENCY OF SOLVING
ISSUES OF GOVERNANCE
AND DATA OWNERSHIP

Companies can organize and orient themselves thanks
to data, but they are not intended for automatic piloting.
We have seen that the projects of data-driven companies
are more organizational than technical. Their implemen-
tation creates new challenges for organizations: treating
mass data, piloting new tools, dedicating management
teams and applying sustainable processes and innova-
tive practices.
Then comes the challenge of strategic control and cus-
tomer knowledge. It is an absolute priority, a part of a
long-term vision. Its accomplishment reinforces two
essential characteristics of a data-driven company. The
first is an executive sponsorship that without it– and this
is the case for all digital challenges – no transformation
is possible. The second characteristic, less frequently
encountered, is the genuine leadership of data integra-
tion in the business. In short, it is the presence of “refe-
rents” with a budget and arbitrage power, who are able
to give business teams direction, identify barriers and
advise in order to support the whole company’s transi-
tion towards data management.
The companies we met for this Referential all have their
leadership team on board and the necessary sponsorship.
Operational leadership and data property issues are
more problematic and continue to block their progress
towards becoming a data-driven company.
A will to enhance the exploitation
of data
The majority of sectors/companies are
convinced of the importance of enhancing
their company’s data
• Only the industrial sector has less than 80%
of positive responses (75%)
Yes No,
and it is
not planned
No, but it is
in progress
NSP
50,5%
40,2%
7,2%
2,1%
Does your company have a value strategy or
new business models based on data?

62
2.5.1. The Chief Data Officer,
here to stay?
he position and title has grown in recent years.
Almost 42% of respondents to the issued quan-
titative questionnaire for the 2017 Referen-
tial have a Chief Data Officer. The nomination of the
Chief Data Officer is an integral part of an acceleration
strategy; it is a necessity to support the different func-
tions. This is the case for Carrefour, for example which
is still in the process of building a team of data scientists
and business analysts, and for AG2R La Mondiale: “We
have put in place a Chief Data Officer over the last year
whose position is transversal. It was a matter of making
data key for the group and to show a genuine network
across the business lines”, explains Emmanuelle Sau-
deau-Turlotte, Digital, Marketing, Communications
and Customer Relations Director of AG2R La Mondiale.
More than the creation of the post itself, “a little too
fashionable” or “who appears to be a CDD”, according
to several of our speakers it is the aptitude of the Chief
Digital Officer that is the catalyst of the business and
the most critical for the acceleration of the company. At
vente-privee.com, the choice was made to create a team
dedicated to data within the marketing department.
“This team nourishes continuously the other company
departments to extend the services to the brands, and
improve customer satisfaction”, shares Catherine Spin-
dler, Marketing and E-commerce Director. The capabi-
lity of the person responsible for data is the key to a data-
driven company, but the appointment of the Chief Data
Officer is not the only way to respond.
T
Sophie Stanton
Marketing, Communications and
Citizenship Director
In recent years, big data and analytics have revolutio-
nized the world in which we live, and marketing is not
exempt.
A marketing approach centered on products or services
rendered has room for an approach centered on the cus-
tomer. In a B2B context the discourse is adapted to the
individual depending on their function and the sector
of the organization’s activity. In B2C, targeting is even
more personalized and is supported by such information
as weather data or data from social networks.
The explosion of data represents a real opportunity for
marketing to have a personalized approach, to seduce
the right customer, at the right time and the right place.
Today, it is possible to analyze non-structured data that
was before un-exploitable.
It is a company’s capacity to analyze all data that deter-
mines its competitive advantage.
The benefits of a strategy based on maximum data ex-
ploitation are many:
• An enhanced customer experience due to precise tar-
geting
• The measure of impact in real time rendering it pos-
sible to adjust if necessary
• The ability to assist a decision-making thanks to da-
ta-visualization, etc.
The skills of the marketing teams have to adapt and
evolve towards a digital expertise and methods of work
need to integrate collaborative approaches “cross-func-
tional”, who are a source of innovation.
The rise in skill combined to a design-thinking approach
can lead to an emergence of additional innovative ser-
vices, a sort of data-thinking.

Expert Opinion IBM

63
A number of companies interviewed preferred to build a
community or network of data specialists at the heart of
their organization, some grouped in a data lab, as is the
case for CNP.
One is not exclusive of the other, confirms Olivier Girard,
Director of Client Marketing and Data at Auchan Inter-
national Retail: “In 2018 we will have begun to assemble
a real data community between the countries, with
strong data sharing practices.” Olivier Girard’s organi-
zation leverages a mix of historic data analysts and data
scientists, a distinction that tends to diminish when the
profiles are next to one another- and when the person in
question is proficient.
The desired skill sets are rarer as soon as it involves
deploying employees to other countries. “To know which
is the right profile to apply in a country; the pioneering is
a real challenge. A technical ability does not necessarily
come with the capacity to adapt! You need a profile that is
business oriented, knowledgeable with data, and a good
communicator!” explains Olivier Girard.
2.5.2. Personal data: elevated risk
of sanctions
« For us, data should only be used to better understand
and service our customers.
We are very vigilant with regards to how use it »
Hervé Parizot, Executive Director of E-Commerce and Client Data
Carrefour France
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
39%
47%
7%
2%
4%
Do you consider it normal for your company to exploit
customer personal data for commercial use?
(With their consent)

64
GDRP (the General Data Protection Regulation) is a new
European regulation governing the protection of perso-
nal data that will take effect May 25, 2018. The regulation
will profoundly change the legal framework. The GDRP
will reinforce the personal rights of the person whose
data is collected, enforcing to right complete and clear
information, the right to withhold and the right to limit
and the right to oppose (in particular to profiling). Above
all, a proof of consent will be required.
Organizations will have to provide accounting, proving
and demonstrating conformity. It will involve consulting
the data protection authority (the CNIL in France) and
to lead an impact assessment related to the protection of
data. Mechanism that guaranty data protection will have
to be put in place
(notions of “privacy
by design” and “pri-
vacy by default”) and
personal data will
have to be treated
to ensure appro-
priate security and
confidentiality. The
establishment and
maintenance of a
data log will become
mandatory. It will
not only have to be
preserved by the
one responsible for the data management but also by the
subcontractors. The log will have to be made available at
all times to the data protection authorities.
Violations of personal data (intrusion in the SI, theft of an
internal customer file, theft of computer equipment, etc.)
will have to be notified within 72 hours to the data pro-
tection authority if this violation is susceptible in crea-
ting “an elevated infringement on rights and liberty”.
FROM FINANCIAL SANCTIONS
TO BRAND IMAGE LOSS
The fines expected under the regulation are costly,
depending on the infraction category they will reach up
to 20 million Euros, or in the case of a company, from 2%
to 4% of global revenue (whatever highest). It is the fear
of sanctions that motivate companies (27% of companies
interviewed foremost fear the financial sanctions), 19%
fear the extra workload required being compliant and
24% fear the loss in brand image evoking the possible
loss in confidence of customers/usage problems(1)
.
The reform has therefore prompted many companies
to anticipate and develop their own models while wai-
ting for the CNIL.
Auchan Retail has
reviewed its process
initiatives in order to
integrate compliance
from their inception.
“Operational staff
work more and more
with compliance and
data privacy officers
are involved in our
projects”, explains
Olivier Girard,
Director of Client
Marketing and
Commercial Data. At Macif the Digital and Informa-
tion Systems Director, Pierre Gauthier, is also leading
changes with all the teams working together in anticipa-
tion of the legal regulations. Some work on usage cases
with Blockchain to lighten constraints induced by regu-
lations, notably at Alior Bank, the Polish pure player
founded in 2008.
« We are working in anticipation
of the legal change,
which implies a reorganizing
our services for more
efficient collaboration” »
Pierre Gauthier, Digital and SI Director
MACIF
01 - Sources: IBM

65
Lenient regulations leave a margin
of liberty
Companies are not worried yet about the new
EU regulation taking effect in 2018
on the protection of personal data and
the possibility of it affecting results.
Strong disparities across sectors:
• 53% to 48% of the banking and healthcare
sectors respectively consider the law
a constraint
• Only 23% to 25% of media and transport see
the law as a constraint
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
6%
31%
47%
8% 8%
Do present day regulations prevent you from efficiently
using customer data?

66
At Direct Energie the opposite movement is being
started. “We have to take back the management of data
if we want to master it!” says Chief Digital Marketing
Officer Matthieu Tanguy, adding that the operation
would allow the company to realize savings. Matthieu
Tanguy’s teams are already proficient with SEO and
social networks, he has entrusted his agency with the
mission of piloting both the execution of data projects
and its internalization over a one year period – a pro-
gressive way for Direct Energy to approach the strategic
subject.
2.5.3. Should data management
be outsourced?
he subject of the property of data is eminently
a differentiator for a number of companies
against their competition with GAFA and for
the banking sector. “We have an active intangible, confi-
dence, because customers trust us with their money and
data” analyzes Séverin Cabannes, delegated Mana-
ging Director of Société Générale, who is reflecting on
the type of commitments the company could take with
regard to their customers and arrive at the following
axiom: “data belongs to the customer and is entrusted
to the Société Générale group”. It was thus decided that
data would not be entrusted to a subsidiary or an exter-
nal entity. It is about an ethical as well as a strategic posi-
tion for the bank; many other companies are following
this initiative like the PSA group for example.
The question is not clear-cut for everyone and the prag-
matic response obviously depends on the context and
maturity of the company, as well, as in the initiatives
degree of urgency. Thus BUT, whose teams don’t wish
to lose a minute, decided to start the construction of an
omnichannel client marketing base while starting to
work in parallel on the external base.
At Ferrero, all the work generated by data has been out-
sourced and the recruitment of analysts was frozen. “We
will have not internal analysts. We have trouble com-
municating that digital teams would need to be better
equipped: digital demands a lot of work!” regrets Guil-
laume du Gardier, Digital Director for France(2)
.
T
02 - Until March 2017
Data is no longer considered free
The interest for data varies depending on
the industry:
• Sectors with a stronger need for RD like
the health industry are more inclined to pay
(65%)
• However, only 13% of luxury companies
are interested. This explains the untapped
competitive advantage.

67
0
10
20
30
40
50
Completely
disagree
18%
Somewhat
agree
22%
NSP
18%
Health
Luxury
Average
Somewhat
disagree
36%
Completely
agree
5%
Would you be ready to compensate your customers
in order to have access to their personal data?
Note : 533 répondants

68
2.5.4. Clarifying the question of
property to finally allow for progression
ompanies will have difficulty launching them-
selves into projects as long as they have not
clarified the subject of data property. This is
shared by the majority of the companies interviewed.
The challenge is crucial, since it opens (or refuses) a
company opportunities, like that of real time, the capa-
city to communicate data with clients or users as a cus-
tomer centric initiative, or open data. “We don’t do open
data before having clarified the issue of data property”,
confirms Christian Buchel, Chief Digital Officer at Ene-
dis, for whom the subject is crucial since the speed of his
digital program depends directly on the subject: “Every
year we try to measure the digital maturity of our com-
pany: innovation, culture, agility, etc. Last year’s results
revealed a slow-down. We have decided to not develop
anything that is not available on a mobile, and to think
and to react “API” on our open data platform (…)”.
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
33%
48%
7%
1%
10%
Is open data a strong and efficient mechanism
for innovation?
A clear will to open towards the outside
As open data is recent many companies have
not launched initiatives on the subject
On paper, they are however interested, despite
concerns around data property: what is data
proprietorship and what are they on open data?
The use of open data varies from one
sector to another
82% of companies see open data as
an opportunity
• 89% of positive responses for the transport
sector, the leader in question
C

69
« The Sanofi group works with Google
on issues such as diabetes for example.
It is a good initiative to follow; we should
continue to work with the best partners »
Thomas de Charentenay,
Director of Innovation Entrepreneurship
Sanofi Pasteur
We have
already
We haven’t
done so, and don’t
plan to
We haven’t
done so,
but plan to
26,3%
37,3%
36,4%
Have you done/or envisioned conducting projects
in open data with external communities?
Note : 517 répondants

CHAPTER 3 : OPEN INNOVATION AGILITY: THE CULTURE OF INNOVATION
IS A TRUE MOTOR OF TRANSFORMATION! PG. 70
3.1. Innovation digital: companies enter the age of reason pg. 75
3.1.1. From digital transformation to maturity pg. 75
3.1.2. Selecting projects meticulously pg. 76
3.1.3. UnAn effort to reduce time-to-market pg. 78
3.1.4. Companies are ready to accelerate but are held back by the limits of the mobile community? pg. 81
3.1.5. The culture of constant change pg. 81
3.1.6. How to grow without losing your culture and speed? pg. 83
3.1.7. A colossal training effort pg. 84
3.2. Progress in agility and coming to scale pg. 86
3.2.1. Companies are continuing to improve and develop pg. 87
3.2.2. The recipes for coming to scale pg. 89
3.2.3. The effects of agility pg. 96
3.3. The relationship between start-ups and large companies:
neither are fascinated, nor afraid of one another! pg. 97
3.3.1. Resistance then stability pg. 97
3.3.2. An essential vector of transformation pg. 99
3.3.3. A variety of approaches pg. 100
3.3.4. An entity dedicated to managing relationships? pg. 103
3
71

Transforming is a work of conviction above all else,
whether it be to govern innovation or industrialize agility.
The commitment requires enthusiasm, communication and
training in order to be able to differentiate from what
was achieved in the past.
In this context, agility and academics are wonderful motors
of acceleration. Open innovation as well, becomes a necessary
prerequisite step by step as ties are strengthened between
large groups, investment funds, startups, and made globally,
to the whole ecosystem of innovation.
3.
OPEN INNOVATION AGILITY:
THE CULTURE OF INNOVATION IS
A TRUE MOTOR OF TRANSFORMATION!
72

74
Open Innovation Agility: the culture of innovation is a true motor of transformation!3
3.
OPEN INNOVATION AGILITY: THE CULTURE OF INNOVATION
IS A TRUE MOTOR OF TRANSFORMATION!
Changer la culture : Summary
Innovation Agility
Open innovation
as the priority
• 82% of top management considers open innovation as a priority for digital
innovation, compared to only 60% of employees
• 66% of employees partake in collaborating with external networks for open
innovation.
• A dedicated team near the center of decision making is considered as
the best way to succeed in open innovation
• 34% consider open innovation as a means for accelerating time-to-market
and 32% consider it a way to assert oneself in a position of offense
by creating new business models
Agility: as a new
way of working
• Just 54% of employees surveyed consider agility well understood by
their company’s management
• Only 37% of employees surveyed consider agility to be widely used in
their company
• Even though the process is viewed by more than 85% of those interviewed
to be well defined, necessary and a priority for the digital transformation
of the company, the agility method has many challenges. Its challenges
are: lack of skill, compartmentalization of IT and business lines, lack of
sponsorship from general management, a too rigid company culture and
a lack of necessary tools.

75
Open Innovation Agility: the culture of innovation is a true motor of transformation! 3
paradigm shift is a key factor for success”, says Fran-
çois Loviton, “it is much easier to evolve the moment
we understand what has changed in the market. Compa-
nies must perceive digital as a new market to develop,
and thus organize.” A reorganization will be set to fail if
management limits itself to only transforming a part of
their company instead of shifting the company entirely
towards the customer and these new markets.
3.1. INNOVATION DIGITAL:
COMPANIES ENTER THE AGE
OF REASON

3.1.1. From digital transformation
to maturity
he most agile companies have a surprising abi-
lity to reinvent processes and not be constrained
by procedures, to render them agile, even intelli-
gent. An absolute necessity in view of the speed at which
their environment evolves: customers, end-users and
competitors. Even if there are companies in our panel
that are still in the learning and development phase,
they have clearly gone pass the stage of digital aware-
ness. “The path to digital is not new, we can already take
a beaten pathway” confirms Jean-Christophe Lalanne,
CIO of Air France. “People know what the impact will
be and what they want to do” says Xavier Hurstel, Pre-
sident, and General Director of PMU. “What is big data,
will I have to change my whole IT structure, and will the
commercial team know how to use a tablet?” These ques-
tions aren’t asked anymore, when only four years ago
they were by the vast majority of French companies.
An important effort of sorting and prioritizing has
allowed organizations to select good practices and avoid
pitfalls. “The global observation is that few are still in the
discovery phase” says François Loviton, whose position
as Director of Retail France at Google, offers him a pri-
vileged point of view on the development and national
digital ecosystem. François Loviton doesn’t speak any-
more of digital transformation but rather of a transfor-
ming digital world, a paradigm change that according
to him would make it possible to understand the digital
impact on a company’s function. “Comprehending this
T
« In the digital era,
competition isn’t any
longer between
the small and big,
but between the
slow and fast
players. Startups
are not a thread but
an opportunity to
continue to innovate »
Catherine Spindler,
CMO of vente-privee.com

76
3.1.2. Selecting projects meticulously
Studies carried out in the previous years
revealed the number of important innovative
projects companies initiated. The objective
was to create concrete innovations following the Proof of
Concept, which may have had mixed effects on the pace
of innovation. It soon became apparent that companies
had to prioritize in order to limit costs (we talk more
and more about digital waste) and focus their efforts on
industrializing the most important projects. “We limit
ourselves to a dozen current projects at any given time”
confirms Fernando Birman who runs the Digital Office
of Solvay. Fernando Birman’s team transforms ideas into
reality and assesses their possible legal and security
risks. “They leave our nest as soon as they are industria-
lized”, adds Fernando Birman. This approach is paying
off at Solvay where over the last few months the speed
of digital adoption and the culture of innovation have
greatly increased, even if “all the company’s units aren’t
functioning at the same speed. The head of the depart-
ments are generally committed, but some sites won’t
budge” regrets Fernando Birman, for whom the priority
in 2017, with regards to the digital culture, is to ensure
that all employees are kept informed of what is happe-
ning in the company.
In Poland, Thomasz Motyle, Chief Innovation Officer
of Alior Bank S.A, has adopted a similar approach after
having initiated the pertinent POC in light of the strate-
gic direction, Thomasz Motyle is leveraging the business
units for industrialization.
“After 7 years of existence we wanted to return to our
startup roots with the objective of identifying new
business models in association with third-party com-
L
A challenge to align internally
Open innovation is perceived at varying
degrees of importance depending
on the position within the organization
• 82% of top management considers it a priority
• 60% for the remainder of a company’s
employees and less than 57% in the digital
marketing divisions
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
31%
40%
51%
10%
20%
24%
9%
1%
6%
7%
Employee
Top Manager
Does general management position open innovation
as the priority for a digital transformation?
Note: 509 respondents (employees), 134 (respondents CEO or Comex)

77
panies and in cooperation with FinTech and RD in the
search of new ideas (…). We have thus decided to source
sustainable projects to answer this objective and to hire
people who are able to deliver. For every POC initiated,
I have a small IT team who works with a team from the
world of design thinking, a RD team and a team in
charge of startup ecosystems – less than 20 people in
total, reunited in the Alior Lab. We are starting the POC
then the business people will take the project on their
budgets and launch it.” Thomasz Motyl has three objec-
tives: 4 POCS a year and each team is already ready to
take on the project and the commitment to determine go/
no-go in less than 100 days.
At Beaumanoir group the dynamic is evolving towards a
more rigorous selection of projects says Erick Bourriot,
Connected Commerce Director: “We are in the process
of testing learning where we engage a smaller number
of projects but are more focused on the return invest-
ment” – an approach that is gaining in popularity, where
the phase of “fascination” for digital is being replaced
by pragmatism. “We have entered the age of reason: we
must prioritize and add value. We are no longer at the
stage of where the only message is: “you have to digi-
talize”, observes Jean-Christophe Lalanne, the CIO of
Air France. The airline company, who is making major
advances in transformation, wishes to go much further
in prioritizing projects. “If we generated all the revenue
targets for each business unit we would have double the
turnover, but this is not the case” says Jean-Christophe
Lalanne. “Confronted with a mass number of demands,
the company is less demanding with regards to a pro-
ject’s finances. The accumulation of startups and of little
POCs is nice, but at times, have a PIF gadget aspect. Our
resources are limited and we have to be careful. Challen-
ges that can only solved through a collective awareness.”
Digital must not be an alibi nor a reason to spend. The
« Agility demands
an important
investment over
a short amount
of time. Teams are not
necessarily used
to this type of project,
so there is difficulty
in moving forward
at the right pace »
Valérie Bourbon-Malandain,
IT Digital Laboratories VP at Ipsen
The principal of agility remains at
the POC stage without industrialization
An agile culture functions across small
internal projects, that require a small number
of people. They can thus mobilize already
familiar and agile resources.
For issues that are cross-functional, agility
becomes difficult to incorporate.

78
3.1.3. An effort to reduce time-to-market
he change in the balance of power between tra-
ditional companies and pure players is that the
battle is no longer one of size, between the small
and big organization, but rather one of speed, between
the slowest and the fastest. The largest pure players dic-
tate the tempo and speed of project completion in all the
sectors. “You have to think like a startup, reduce time-to-
market and equip oneself accordingly: it is fundamental
for us to offer value to the customer as fast as possible”,
says Sebastien Charbonneau, who pilots the business’s
family and home division of Europ Assistance. A
challenge that all industries share is that offers are evol-
ving as fast as customer needs. At Engie, SFR and a num-
ber of companies in our panel, the pace of evolution has
evolved – to being practically monthly, which requires
weekly releases. “The time-to-market is our main focus”
confides Serge Magdeleine, Director of Digital Mar-
keting at Crédit Agricole SA and General Director of
GIE CA technologies. Serge Magdeleine believes his
company doesn’t have to be a leader across all subjects
but that it is crucial to react quickly to priority cases,
an area the company still has progress to make. “Across
the banking sector projects take 18 months because the
technology is tailored, each step, from the development
to marketing costs several months, while the market is
migrating towards a delay of 3 to 6 months. And Amazon
in 100 days is able to deliver extraordinary projects…”
Serge Magdeleine has thus given as an objective deli-
very 50% of the company’s projects in less than 6 months
next year.
risk would be to invest in digital at the detriment of the
rest of the company: infrastructure, IT management,
renewal, security, etc. which is work that is less valued
and visible. The digital would finish by paying the conse-
quences and the whole company’s transformation with it.
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
8%
27%
40%
22%
2%
Is the principle of agility widely used in your company’s
projects?
Note: 304 respondents (Digital / Marketing / Sales)
T

79
« The core innovation team has relied on regions
to work with 50 startups. We have the humility
to say you can learn a lot by their side.
Our capacity to screen for innovation is real »
Christian Buchel, DGA, Chief Digital and International Officer at Enedis
0
10
20
30
40
Tourism – Hospitality
Average
To survey
competition
and new trends
To provide
an offensive
strategy
by offering
new business
models
To communicate
and improve
the company’s
corporate
image as
innovative
Acquire
new skill
To provide
an offensive
strategy by
capturing
new market
entrants potentially
competition
To accelerate
the time
to market
for innovations
34%
32%
9%
16%
13%
24%
What are the major benefits of open innovation?
Note: 1 005 respondants

80
All of this can be done without a vast dissolution of a
company’s culture and methods for agility. Agility has
greatly been developed over the last several years but
remains still confined to certain teams and projects,
which limits their fluidity and the ability to reduce time-
to-market. The teams at Direct Energie have transitioned
to an agile mode for their front office two years ago and
with immediate benefits of autonomy and exchange.
However, the company still hasn’t found the optimal flui-
dity, says Matthieu Tanguy, Digital Director of Direct
Energy: “We are looking for the right way of being agile
to be able to make mistakes and react quickly while in
the design process. I anticipate that in 2018 we will have
found the extra notch to being agile that will allow us to
go even faster!”
Allowing for failure in order to be able to abandon pro-
jects that are less successful (or to start again in better
conditions), this is the key to obtaining a pace in the
acceleration of a company’s digital innovation. “Failure
is part of the game and not all the projects see the phase
of industrialization. If we perceive a potential block to
industrialization (legal or with regards to security) it is
the best moment to abandon the project, rather than to
confront further road blocks ahead that are insurmoun-
table in the phase of industrialization” confirms Fer-
nando Birman, Director of the Digital Office of Solvay
based in Sao Paulo. “This possibility of failure” is just as
significant in projects as it is for business lines and pro-
duction teams, for whom a strong culture of success is
important, even though the capacity to make a mistake
and to then start over quickly is what allows for innova-
tion and companies to be faster in the market.
Open innovation as an accelerator
of innovation
Open innovation is perceived as a motor
of acceleration, an initiator of discovery and
educational.
However, open innovation is still not seen as
a method to stand against new competitors.
Nicolas Harlé
Senior Partner and Managing Director
Culture Change
We are experiencing an unprecedented technological revo-
lution unmatched in magnitude and speed. It is exceptio-
nal.
It is imperative to be constantly educating oneself and to
continue to be up to date with the available innovations at
each level of the company, notable at the general direction
level who has to establish the balance between innovation
(disruption) and the progressing environment (stability).
Accompanying the employees through this change is the
major key for embracing the revolution with new work me-
thods that are agile, but also with a long term evaluation of
skills to assure they match the future needs of the company.
Expert Opinion BCG

81
F
3.1.5. The culture of constant change
peed and agility are characteristics of challen-
ges that are vast and structural for companies:
the characteristics required for entering into a
mode of function that permits constant change. Industrial
revolutions are happening on shorter and shorter cycles.
Over the last two centuries these cycles were 60 to 80
years long, when we have passed from the telephone to the
minitel, then to the web and mobile in only 40 years, wit-
hout forgetting that the smartphone is only 10 years old!
All this requires companies to organize themselves qui-
ckly. “Mobile usage is surpassing web visits and we are all
trying to organize ourselves for the next wave”, confides
Frédéric Mazzella founder of BlaBlaCar. “Companies
have to reorganize themselves in their manner to be able
to distribute their services, and especially in order to be
capable to question their business model.” That the boss
of a dynamic startup like BlaBlaCar is confronted by the
challenges of speed and transformation says a lot about
the challenges awaiting large organizations. “Our envi-
ronment and customers are evolving at a stunning speed”
notes Hervé Parizot, Executive Director of e-commerce
and Client Data at Carrefour for whom constant adap-
tation and continued agility have become the primary
challenge.
Competitive advantages, barriers to entry or advance-
ments in a domain are now quickly surpassed. Such an
environment forbids companies to rest on their laurels.
“Acceleration obliges a company to challenge itself ever
year. We can’t rest for 2 years” says Xavier Hurstel, the
CEO of PMU, for who the upheaval is just as likely to come
from a startup as from the evolution of regulations. “There
are a number of elements that could break the system in
within which we are evolving. Rather than worry, the bet-
ter approach is to consider everything that will make our
3.1.4. Companies are ready
to accelerate but are held back by
the limits of the mobile community?
rench companies may have very well made
major progress in their digital transformation
but are always slightly behind their British and
Americans, or Asian competitors. The digital penetration
is stronger in terms of budgets and client maturity says
François Loviton, Director of Retail at Google France.
“The usage maturity is less in France than in the UK for
example, and yet the establishment of e-commerce follows
the same growth curve.” The difference François Loviton
explains is in the data and tariff plans of the telephone
operators that cost the British customer twice as less than
the French customer, which limits their time navigating
on their mobile and thus their mobile purchases!
François Loviton’s explanation, which is a deduction, is
shared by Erick Bourriot, Director of Connected Com-
merce at the Beaumanoir Group (owner of the brands
Morgan, Cache-Cache and La City). Erick Bourriot consi-
ders the loading speed as the primary obstacle facing
the e-commerce development, this requiring always
more technology, algorithms of JavaScript and content”,
regrets Erick Bourriot, noting the effects of the cuts on the
conversation rate. This major challenge pushes the teams
to work on speed, on the optimization of imagery and in
priority on codes. “Speed is the key, as is the screen size.
Telephones need to be even bigger, as we see in Korea for
example!” hopes Erick Bourriot.
S

82
ket and issued a first warning.“We are making the bet of
Pascal” says Yann Leriche, Director of Performance at
Transdev: “in the same way that Pascal considers that it is
better to bet in faith rather than disbelieve in the case that
God does exist, it is better to anticipate radical change, we
willthen be ready, even if it occurs well after our anticipa-
tion.” A convincing approach for top management and its
shareholders – to enter in a phase of evaluation of the exis-
ting business models in order to better anticipate future
developments.
system evolve”, says Xavier Hürstelfor who the purchase
of digital competitors by large banks is a good example to
follow.
At Transdev top management is also convinced that
constant transformation is vital. Uberisation is not a meta-
phor for the group who is the leading operator of private
vehicles in the North American market. Uber’s spectacu-
lar development has caused the company to lose revenue
– in a limited measure as Uber has expanded the mar-
0
1
2
3
Health – Pharmaceuticals
Fast moving consumer goods
Average
4
Lack of skill IT and
business lines
compartmentalized
Lack
of sponsor
and general
direction
Rigid culture Lack of
necessary tools
2,3
2,5 2,5
2,6 2,6
How do you rate the main roadblocks to agility below?
(A score of 1 – minor roadblock, a 4 – major roadblock)
Note: 1088 respondents from all sectors 304 from digital/marketing/or sales and 148 from top management

83
3.1.6. How to grow without losing
your culture and speed?Few differences in the rate
of importance for each roadblock
Across all levels of a company agility has
a number of roadblocks
• within sectors who have regulations and
technical products perceive a rigid culture and
compartmentalization of IT and business lines
as major roadblocks
• sectors like fast moving goods perceive all
the roadblocks equally, proof that this sector
still has growth to be done with regards
to agility
« Our main challenge
is constant adaptation
and continuous
agility, because
our environment
and customer are
evolving at an
astounding speed »
Hervé Parizot,
Executive Director of E-Commerce
and Client Data, Carrefour France
Facebook, France
South of Europe
Laurent Solly
General Director
« Corporate culture is very important at Facebook. Today
we are 19,000 across the world, with a challenge to sur-
mount: to grow while maintaining the same speed, humility
and agility that enables us to stay focused on our partners
and platform users.
The first difficulty we face is internal, according to Sheryl
Sandberg (director of operations at Facebook): it is to lose
our culture and speed.
It involves finding the right balance between our startup
culture and growth, which is not always easy. Especially
since the issue not only concerns us but also our partners,
for whom we wish to deliver the maximum value. Digital
transformation is an amazing opportunity for them, and
our collaboration adds to that value.
We recruit with a great amount of discernment. This allows
us to focus on our culture, on the impact of each individual
and to prioritize. To prioritize is to be able to say no to good
ideas because there is an even better one. »

Interview

84
DON’T FORGET ALL THE “BASIC” TOOLS
Digital passport, learning expeditions, reverse mento-
ring are all widespread practices in companies, in the
same way that more and more “graduate” programs are
being launched to train future leaders. These initiatives
contribute to the digital culture and at the global capacity
for innovation, however they shouldn’t replace basic trai-
ning and tools, who being said are still not taken advan-
tage of by employees. “A companies social network, its
bureaucracy, this tools are not new, and yet they are not
used as they should be,” says Fernando Birman, Director
of the Digital Office at Solvay in Brazil. Companies offe-
red for years training tools until they considered their
employees able to use them. A real disaster, according to
Hervé Constant the CIO of GRTgaz: “in general we don’t
make use of the large number of quality tools we have
available. It doesn’t involve training that involves seve-
ral days anymore, but rather short sessions (30 minutes,
even 10 minutes) and very specific: the management of
archives on Outlook for example, or the utilization of the
One Drive or One Note. The results are excellent and this
approach has proven efficient.”
3.1.7. A colossal training effort
ompanies cannot grow if its members aren’t
growing themselves. Culture and know-how are
absolutely essential to the dynamic of a com-
pany’s transformation. The vast majority of companies
on our panel have been focused on employee training for
the last two to three years. Beyond technical skill and
agility the challenge is to reinforce comprehension and
the ecosystem, and to assimilate digital behavior.
SoLocal Group invested 6 to 7% of its payroll in digital
training (a sum that represents three weeks of training
per employee each year!). “Training an employee digi-
tally will cost you a year’s salary” observes Jean-Pierre
Remy, General Director of the parent company of the
Yellow Pages. Jean-Pierre Remy justifies however: “but
the employee who leaves because he doesn’t want to
evolve digitally will cost you twice that amount. How
many companies in France can afford this?” The SoLo-
cal Group has replaced 50% of its staff and 80% of its
top management over the last few years, after executive
management was very clear on those who did not want
to adopt a digital direction needed to leave the com-
pany. “My argument to the unions was that I was going
to preserve employability rather than employment. I
understood that there would be protest if I didn’t invest
enough in training. However, I am not making any com-
mitment with regards to the nature of the employment
in 5 years: everyone’s merit is to adapt to the changing
employment and its skill sets.”
C

85
BlaBlaCar
Frédéric Mazzella
President and Founder
« We need to motivate business experts to disseminate
the latest knowledge »
We are all in the process of organizing ourselves for the
next technology wave. Companies must not only reorga-
nize the distribution of their services but also question their
business model. It is imperative to train quickly. Technolo-
gy and its changes are at the root of the problem but they
also offer a solution, for example via Moocs.
Our effort to diffuse and share our knowledge is organized
in three axes.
- digital exploitation
- the concept of lifelong education
- the matching of business knowledge with our needs. For
this last point we can’t allow ourselves to wait 5 to 8 years
between the moment where a skill is adopted and when a
new graduate joins our company. Half of the positions at
BlaBlaCar didn’t exist 4 or 5 years ago: if an education’s
curriculum is five years behind the digital job require-
ments, it becomes useless. Thus, for us like all digital com-
panies, it means discussing with prospects that have the
best understanding of the new economic and industry cy-
cles. These candidates are found most often in companies
rather than in university. The key is then to motivate com-
pany experts to share knowledge
We self-educate internally, each week, through a com-
panywide discussion that allows each department to share
what they have learned, its objectives of the week and what
it plans to learn for the coming week, what has worked and
what hasn’t, etc. We share a lot of knowledge and we parti-
cipate equally in a number of conferences: we learn much
more this way than in trainings.
I emphasize the benefits of these meetings that are exe-
cuted across a company’s business lines. Especially for the
technical divisions: marketing, how to manage a commu-
nity of more than a million Facebook fans, or how to ma-
nage a member’s community of tens of millions of indivi-
duals. All of this can be understood because we are in the
process of doing so, and not in a training course!
Funds, our investors, contribute as well to our continued
learning. They assemble between themselves their star-
tups that are improving. We have a lot of points in common:
community management, balancing market share, unders-
tanding which business model works or not, how to do ac-
quisition marketing at a reasonable price depending on the
chosen channel, how to build servers, what security mea-
sures to take to protect data on the network, etc. We inform
ourselves and exchange on all these vital subjects, subjects
who can allow or not to make important improvements. It is
a great strength for us.

Interview

86
3.2. PROGRESS IN AGILITY AND
COMING TO SCALE
Agility was first a method to enable the quick consti-
tution of a mindset for continued learning, and the syno-
nym of modern processes. Diversion for some, wide scale
diffusion for others, this trend either way showcases
the important place agility has taken across all sectors,
where it has become an absolute major vector of innova-
tion and speed.

Agility is recognized as a key for digital
transformation
All sectors recognize agility as a key to digital
transformation and as so, is a priority
• All sectors responded positively with more
than 75%
• Only mass distribution believes less
in agility’s transformative nature, as certainly
it represents a method of functioning that
is less adapted to project teams.
Distribution - Commerce
Health – Pharmaceutical
Average
Is key
for digital
transformation
and a priority
for us
Is not key for digital
transformation and
is not made
for us
87%
13%
In general, agility:

87
Comex, taking the new, borrowed insurance example
that is unique to Allianz France. “We have launched this
new product so that the whole network (general agents,
internet clients, back office) has access to the ergonomic
interface in order to secure an electronic signature at
the point of sale. The process is electronic from start to
finish.” The insurer is continuing to train its teams, in
particular the IT team, to continue to progress in matu-
rity in the years to come.
3.2.1. Companies are continuing
to improve and develop
egardless of their level of agility maturity, com-
panies began to apply the methodology to spe-
cific projects before deciding to apply it across
the company. The challenge is to assure a progressive
and efficient diffusion throughout the company. Allianz
has begun to apply the method to product development
to direct projects to completion, before applying the
approach to the whole company. “This approach allows
us to produce an extremely modern product”, confirms
Virginie Fauvel, in charge of digital and member of
R
Luxury
Average
16%
38%
30%
12%
4%
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
4%
13%
39%
37%
7%
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
Luxury
Average
16%
38%
30%
12%
4%
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
Is agility well understood by company management? By the employees?
Note: 304 respondents (digital/marketing/sales)

88
Coming to scale is achieved step by step, companies start
to incorporate new business models and tools however
none are at the stage where they can apply the progress
made throughout the company. “We are developing a ser-
vice for an English client” says Ouahcene Ourahmoune,
Director of Innovation at Alstom United Kingdom and
Ireland, whose first initiative was to source a maximum
of external services in order to create a collaborative
team for his experimental project.
Companies especially take the time to understand in
which domain the methodology adds the most value. At
GRTgaz, the CIO Hervé Constant senses that his teams
are not mature enough to function entirely in an agile
A vision of agility that varies according
to the sector
Not all of the companies comprehend agility
• only 42% of employees understand.
Innovative industries, like the telecom
or health industry have more successfully
incorporated the concept than more
“traditional” industries like luxury
(73% vs. 31%). Competitive intensity and
the need for constant innovation stimulates
the need.
Agility: rather well understood by management, however still not used to scale in projects
Is agility well understood
by management?
Is agility well understood
by employees?
Is agility widely used in company
projects?
Note: 644 respondents all sectors (excluding top management)
19%
9%
42%
39%
8% 9%
26%
44%
19%
2%1%
42%
28%
9%
2%
NSPCompletely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSPCompletely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSPCompletely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree

89
3.2.2. The recipes for coming to scale
he test learn approach is what our Referen-
tial panel recommends above the traditional
methods, to gain in agility and innovation capa-
city. While France has a reputation for being risk averse
this approach allows for a short term demonstration of
economic efficiency. “However, this step has to be vali-
dated by the whole company to be able to anticipate the
next steps”, recommends François Loviton, Director of
Retail at Google France. “In effect, too many initiatives
are launched without thinking of the target model, which
generates a lack of coherence and most of all creates dif-
ficulty when transitioning to industrialization”. To avoid
this, companies focus on projects that are the likely to
generate the most value. “We have conducted more than
470 test in 2016 and are undertaking an initiative to test
learn, where we are taking on a fewer number of projects
but are more focused on ROI”, confirms Erick Bourriot,
Connected Commerce Director at Beaumanoir, where a
Director of continued improvement was nominated and
is gaining in importance bit by bit as the company pro-
gresses in agility.
IN TEAMS TRANSPARENCY AND TO LEAD
BY EXAMPLE ARE AN IMPERATIVE
The generalization of agility can be a subject of tension
in organizations, due to the changes it implies within the
teams and the reevaluation required of working methods.
The cultural change on front projects requires trans-
parency when difficulties are encountered and this is
required of those found in multi-disciplinary teams. This
evolution was difficult to put into place at Groupama.
“The valorization of cross functional work with multi-dis-
ciplinary teams and transparency when it comes to diffi-
culties encountered had to be made a priority, explains
mode: “We are gaining in competency, and launching
agile projects to “get our hands in it” and learn by doing.
Today, nomadic portals are fitting.” Agility should be
reserved as a priority for applications who answer to
client needs. Companies have become aware that they
can’t cover all domains, confirms Séverin Cabannes,
delegated General Director of Société Générale: “agi-
lity has not yet been adapted to risk management, finance
management or to conformity” with the expectation that
banking regulations would oppose all initiatives going
in this direction.
T
« The intermediary
manager has become
a coach who
contributes his
or her expertise and
shines the light
on the team again »
Meriem Riadi,
Transformation Director
Digital Group, Groupama

90
role of a coach to assimilate the company’s digital beha-
vior. “What do we attribute to a coach or monitor?” Jean-
Pierre Remy asked himself, “It is definitely not at a desk.
We recognize a coach because it is him or her who makes
the last effort!” The example success of the agile projects
is set by the manager, the boss must do it differently and
change things him or herself: only then will the teams
follow. Without forgetting the pedagogy, without it ini-
tiatives could be met with resistance by the teams: “We
had to convince the teams that the roles were changing
without there being a redistribution of power”, concludes
Meriem Riadi.
Meriem Riadi, Chief Digital Officer of the insurer. “The
new position of the intermediary manager has a coach,
who contributes his or her expertise and shines the light
on the team again was put into place.”
Meriem Riadi confirms that this role’s evolution of middle
management could have been met with resistance from
middle management amongst the teams at Groupama,
and the teams had to be convinced that though the roles
were changing the distribution of power was not. This
is approach is essential, it allowed for SoLocal group
undergo important progress in agility. SoLocal Group’s
managing director, Jean-Pierre Remy, insisted on the
Vanessa Lyon
Partner and Managing Director
Build-Operate-Transfer approach
Whatever may be the industry companies are having dif-
ficulty in achieving digitalization as they run up against
three different dimensions: speed, coming to scale and
cross-functionality.
Though digital is imperative for each one of them, most of
management has incorporated digital as priority strategy;
the function of the Chief Digital Officer is now highly re-
garded and we estimate that digital will contribute to a to-
tal revenue growth of 2.1% for European companies.
To answer to this new digital imperative, BCG developed a
new approach: the BOT, Build Operate Transfer.
The growth and competency of our clients is at the heart of
this new model; the new model allows them to apply their
skills to pilot and direct their digital transformation.
This model has two main objectives:
1) Build a recruitment of digital competence, by training
and gaining the loyalty of the best digital specialists.
2) To capture and increase the speed of the value created by
digital thanks to the rapid execution of digital projects -
lead by these same digital specialists
BOT’s main mission is to develop the knowledge of our
clients so that they can directly own their digital transfor-
mation. Digital transformation is too important of an issue
to outsource.
With this perspective we collaborate with our clients to:
1) Build a Digital Center that will allow them to pool a criti-
cal size of competencies internally in order to successful-
ly execute their digital change
2) Exploit this center in partnership with our client to qui-
ckly reach a high standard of execution (digital academy,
certified trainings)
3) Hand-off the center to our clients, when they are able to
manage their digital transformation autonomously and
for the long-term.

Expert Opinion BCG

91
12% 11% 13%
88% 89% 87%
Total absence of rules,
only revenue objectives
An organic process
with specific roles
and responsibilities
Other employees
Digital – Marketing – Sales
Top Management
RIGOR OR NOTHING
We just witnessed the importance of communication for
growth especially during the duration of projects which
demand rigor. “There are two ways to be agile: the hippie
method or the rigorous method. And there is only one
that works”, observes Christophe Verley, Chief Digital
Officer at ADEO. “If we don’t apply pressure and rigor,
we don’t deliver, which quickly puts the board of direc-
tors under tension. Our head of web projects in Italy is an
expert on the subject: at the end of each sprint she eva-
luates the production and calls a crisis meeting if there
is delay or difference in what was originally promised”.
This method has the advantage of promoting team com-
mitment, and at the same times pushes for humility,
according to Christophe Verley. What is left is to ensure
that front teams agilely work with the parts of SI who
are not operating at this level yet, which is important in
order to industrialize agility in the company.
Note: 304 respondents, digital/marketing/sales, 640 respondents
“other employees”, 148 respondents’ top management
According to you, agile mode is
Aligning teams on the importance
of agility
Agile mode is perceived as an organized
process with specific roles and responsibilities
by the whole company
Only 12% of the companies see their teams run
without rules and only result objectives

92
THE IMPORTANCE OF THE WORK PLACE
The evolution of agility requires a need for interaction
between teams and thus a necessary reorganization of
physical work spaces. Companies who have remodeled
their workspace have benefited instantly. Our panel
members are most entirely unanimous on this subject –
on the intention at the very least, as not all have com-
mitted to rethinking their work spaces: to break the silos,
is also to break the walls! “Regardless of who employees
are attached to, they must produce in the same area:
unity of location, unity of action, unity of time are just
as important within a company” confirms Virginie
Fauvel,MemberoftheExecutiveCommitteeinchargeof
Digital and Market Management at Allianz France,
where IT, marketing, communications and the digital
teams have worked on the same platform the last four
years.
vente-privee.com
Catherine Spindler
Chief Marketing Officer
The vente-privee.com method
A global organization in project mode
It is very complicated to scale agility. We focus our efforts
on the most critical subjects, especially on the interface
between the products, its owners and the team of develo-
pers.
A direct link between product owners and management?
There are two general categories of product owners:
- Those who work on the interfaces and front. These profiles
are capable of agile and the scrum method. They have 7 to
8 years of experience and the capacity to exchange with
developers or to edit user stories without being developers
themselves.
- The second category is more experienced and analytical.
These product owners are attached to the division where
they have the most impact. We are seeking a profile to ani-
mate this category of product owners.
There is one product owner and a lead for each zone
The difficulty is not the vision but the ability to organize
the teams in a way that allows to them to deliver autono-
mously. For each zone we identify:
- A product owner who operates in agile mode with strea-
ming every 15 days
- And a lead who is in charge of cross functional products
Their performance indicators and objects are aligned and
shared with the rest of the business lines in order to create
an overall cohesion.

Interview
Different definitions of agility
depending on the sector
A sector where innovation is a daily
requirement, like health, will see agility as
a program affecting all functions.
While the transport sector, whose innovations
are mostly digital, view the program mainly
for IT functions.

93
The work environment must facilitate interaction
between people, without forgetting those who are at a
distance: the tools for visual management, those of for
sharing between teams, or forums for writing allow for
the creation of location unity when needed – occurring
more and more often. “The distance between employees
creates often the first vector for friction within a team”
warns Erwan Gaultier, Director of Digital channels
and Customer Experience at Orange. “In the absence of
the ideal daily co-location, it is essential that the heart
of the team reunites under the same roof during the key
moments of a project: during the creative phase which is
at the launch of the first prototype, or during the sprint
review – which concludes the activity of the previous
sprint”. A willingness that Orange with the inauguration
of the 2016 eco-campus Orange Gardens where every-
thing was thought of (ergonomics, the premises and traf-
fic within the complex) to reduce team travel and where
the work spaces were arranged by function and floor with
a platform function.
Transport – Logistics
Average
It is perceived
as a company
program affecting
all the internal
functions, including
support functions
It is perceived
as a managerial
program
affecting all
the projects
beyond IT
Allows for
the better
execution
of IT projects
43%
33%
24%
0
80
70
60
50
40
30
20
10
How is the program of agility perceived within the
company?

94
Société Générale
Séverin Cabannes
Delegated General Director
« Agility to scale is blocked by physical and cultural
considerations »
The key ability of agility is to put the business people and
the developers at the same level. We struggle coming to
scale, due to a simple problem, that the business lines and
IT teams are not all situated in the same location. For agility
to come to scale, teams must be multi-disciplinary.
We are facing a cultural problem trying to put this into
place. No one is contesting the utility and objective of agi-
lity, but as soon as it as has to do with putting it into place
we encounter problems with the organization. For it to
function, everyone around the table has to be at the top of
their expertise, because agility values expertise, contrary
to the traditional culture that values the manager. We have
to then come back to a method of internal recognition that
values expertise.
We believe that physical architecture has an influence on
agility. We need horizontal architects, open and organic,
even though we live in vertical and mineral schemas. This
vision we have created, the “Dunes”. They are buildings
with 8 floors and open floor plans. We wanted to create a
technopole, within which are certain business lines to pro-
mote collaboration. We have also invested in new commu-
nication technology, to facilitate exchange between IT and
the business lines.

Interview

95
SHARING VIA API TO UNLEASH CREATIVITY
You can rely on the existing to not reinvent the wheel, but
it is just as important to allow your teams the freedom
to start from zero, like Transdev does: “when someone
wanted to create a project somewhere in the group, and
a similar project existed we encouraged them to reuse
what has already be done. This method does not work. It
damages the project and kills the motivation and innova-
tion of the group” says Yann Leriche, Director of Perfor-
mance at Transdev.
Transdev has thus applied a strict rule: the person who
develops a software model has to open a API to render it
accessible by the entire group: “we are migrating from a
push to pull method. The objective is to give the teams
the freedom to develop their ideas with the software and
language of their preference, as long as they add at the
end an API conforming to our internal structure.” The
objective is to allow the whole company the opportu-
nity to select from the API catalogue where people will
no longer even need to call each other to reuse what has
already been developed. The initiative reinforces a fee-
ling of collectivity, the want to progress, and in a certain
way a healthy competition between developers, which
are all essential vectors of innovation!
AVOID EXTERNAL CUSTOMIZATION IF POSSIBLE
Customizing offers is a characteristic of a customer
centric company, though it may break the development
of agility in companies who are turning towards standard
tools, even in the cultures where engineers and auto-
nomy prevail. “Our profiles have an appetite for building
customized tools. This can cause a problem, because we
lose time developing, updating and maintaining them.
And when a member quits the team we lose even more
time replacing him or her”, regrets Sébastien Lery, Chief
Marketing Officer at SFR. An observation that encou-
rages him to use tools in the market that reduce the risk
of training new comers and centers the team expertise
on using standard tools for the business.
At SoLocal Group, Jean-Piere Remy has gone even
farther because he refuses on a permanent basis the
solution of entirely customizing tools for his company:
“Our teams had a culture very tied to France Telecom,
that consisted of thinking that are needs were comple-
tely specific and that we wouldn’t find a software adap-
ted to our needs on the market. My response was to tell
the: “if you can’t find in the world a solution adapted to
your needs, reconsider your needs!” SoLocal Group was
indeed over customized which cost them to be heavy and
loose speed. “It is too easy for IT to say tell me what you
need and I will do it”, says Jean-Pierre Remy, for whom
the – difficult- battle consists of increasing the license
budgets and to decrease the budget for developments.

96
3.2.3. The effects of agility
Air France KLM
Jean- Christophe Lalanne
EVP CIO
« Agility has secondary effects that are difficult to
master »
Agility requires a change in culture that is not digital and is
more or less difficult to put into place depending on the sub-
sidiaries and the sector of activity. Today we have entered
into the hard vase, after having passed the first phases of
acculturation we have observed several secondary effects
of agility that are difficult to master:
- Portfolio management. How do we reconcile agility auto-
nomy? The portfolio must correspond to the expectations
of the company. The decentralization of the decision ma-
king between the product owners and the portfolio mana-
gers does not make it obvious. Top management should
not be left outside of the exercise.
- How do we stop the mechanism? The merry-go-round of
agility could never stop: there are always new ideas to
be found, additional options, all completely useless aside
from the simple reason that the teams are working on
them. We can understand if this approach is used by pu-
blishers who are wealthy, but for us, it’s a no.
- The budget size. How to manage budgeting in agile mode?
Agility is a sprint in which velocity must be guaranteed.
This means that the company is first committed financial-
ly, then by achievement, and that we adapt the demand to
the capability of production. This way of functioning does
not accommodate an agile budget: the ups and downs, the
good intentions of agility are challenged by reality.
- The ability to higher external suppliers at a fixed price
is very difficult. We don’t know how to issue contracts in
agile mode, it raises questions of responsibility that we ha-
ven’t yet resolved. There is also a real debate on the degree
of production responsibility in agile mode.

Interview

97
3.3. THE RELATIONSHIP
BETWEEN START-UPS AND LARGE
COMPANIES: NEITHER ARE
FASCINATED, NOR AFRAID
OF ONE ANOTHER!
The relationship between large groups and startups
is a strange paradox. On one hand the participants in our
panel are many to discuss the risk of disintermediation,
of the disruption of their business model, or on the arri-
val of new market actors, that more agile and consumer
centric that they are. However on the other hand they all
unanimously agree: that startups do not present a risk to
their company, but rather an opportunity.

“The peculiarity of the disruption is that one does not
see it coming”, analyses Valérie Bourbon-Malandain,
Vice President of IT and Digital at Ipsen Laboratories,
who describes the view shared by her colleagues: “We do
not see startups as a threat but rather the opposite, as an
opportunity: we spend a lot of time meeting them in Paris,
in London or in the Silicon Valley, in search of services
to propose to our patients so that they live more comfor-
tably with their disease.” Do they have confidence in the
future and in their company’s capacity to match the pace
of startups or are we facing a collective case of the Coué
Methode? Most likely, a bit of both. One thing is certain:
the growing number of successful cases justifies the ample
enthusiasm!
3.3.1. Resistance then stability
n awareness for start: we can’t do anything any-
more alone in this world. “Even the iPhone is
built with Samsung parts” observes Virginie
Fauvel, Executive Member of the Committee at Allianz.
Virginie Fauvel benefits from her previous experiences
at Cetelem and BNP Paribas, who are now a part of the
German insurer’s Comex committee, assume that the
stage of arrogance has passed: “we aren’t friends or ene-
mies, just partners that need to watch each other with
respect and attention”.
“World leaders were condescending, thinking they could
never be surpassed” says Alain Staron, Digital Senior
VP, in charge of offers and partnership strategy at Veo-
lia, who welcomes the change in state of mind and under-
lines the importance to not get carried away with the fas-
cination for startups who can also be constraining.
The initiatives that bring both worlds closer together
have multiplied over the last few years. The corporate
venture funds, the financing of accelerators, or founda-
tions like Raise, or the launch of the Viva Technology
salon are all concrete examples. They are the result of
startups and large group’s mutual interest, and as a
result the former benefits from opportunities of growth
and stability, the second advantage of diversification,
acceleration and innovation. Each finds its advantage in
the standardization.
A

98
Compte-Nickel*
Hugues Le Bret
Co-Founder
Startups – large groups: from distrust to desire
Large banks in the beginning watched us with distrust, like
a potential money launderer.
Then our image improved when they learned we were ACPR
accredited, that we declared to Tracfin etc. As a result the
relationship became normal as soon as we were considered
compliant.
There was an important psychological effect when Partech
and then Fidelity bought capital. Their participation confir-
med that the technology was promising and most of all that
we had a model.
In addition, recruitment done for key positions (in IT or fi-
nance) has positioned us as a leader in the market according
to headhunters. Successful recruitments are strong psycho-
logical markers, this was one of the reasons we decided to
recruit oversized profiles in relation to the company size.
Communicating on the 26,000 new accounts each month
positioned us well in the ecosystem. 2017 is the first year
that I have been invited to sit aside banks in conferences.
I am less and less perceived as a danger: banks know that
we will take a significant share of the market but not a fun-
damental one. We are not a defiant object. We are an in-
teresting object, and who knows, maybe soon an object of
desire!
*Compte-Nickel was bought by BNP Paribas, 95% of the
company, in April 2017: an operation that marks an impor-
tant step in the evolution of FinTech and banking relations.

Interview

99
3.3.2. An essential vector
of transformation
Startups are the best way to transform a com-
pany”. This statement is that of Frédéric Tardy,
Chief Marketing, Digital, Data Customer
Officer at Axa Asia, who has always been a driver behind
the subject at the company. It also says volumes about
the enthusiasm that is throughout management of large
companies. Axa is working for example with Xtra in Hong
Kong on coaching in the health sector, or in China with
TheCareVoice, a TripAdvisor for hospitals and medicine.
Startups especially play a reflective role and allow com-
panies to shine a light on their own shortcomings. “By
frequenting startups, by observing them we transform
ourselves, we are capable of going faster and furnishing
better client services”, confides Magali Noé, Chief Digi-
tal Officer of CNP Assurance Group, who shares as an
example the tricks to the customer path, or the develop-
ment of a chatbot for a partner: “it is this kind of history,
win-win, that we encourage.”
PURE PLAYERS ARE NOT EXEMPT
The approach is not reserved to traditional businesses,
pure players and large startups are faced with the same
challenges of innovation and disruption. Thus, Facebook
has formed around them a number of partnerships, the
last being the launch of an incubator within Station F.
«
vente-privee.com
Catherine Spindler
Startups: the Jacques-Antoine Granjon approach
Vente-privee.com has always been an entrepreneurial ven-
ture. Jacques-Antoine Granjon, its CEO and founder, be-
lieves in the French brilliance and wants support young
talent. Jacques-Antoine Granjon invests personally in a
number of startups.
Jacques-Antoine Granjon’s vision in the age of digital is
that competition is no longer between the small and large
actors, but between the slow and fast ones. This is why he
does not consider startups a threat but rather an opportu-
nity to continue to reinvent one.
Following we have acquired equity interests in different
areas that will enable us to enrich our offers to our 50 mil-
lion members and 6000 partner brands, like Adotmob,
platform programmable mobile, MisterFly, a airlines sales
ticket specialists or WeezeEvent, an online ticket solution.
We are also accelerating our research and development in
2017 and open innovation through an 80 million euro in-
vestment. It is this context that we are launching a startup
accelerator for the fashion/tech/retail segment, vente-
privee IMPULSE in partnership with Station F, the largest
startup campus of the world.”

Interview

100
3.3.3. A variety of approaches
The degree of closeness between startups and
large groups varies depending on the culture of
each entity and their needs. An adaptation phase
is often necessary for companies to familiarize themsel-
ves with an environment that is often foreign to them. A
number of participants apply a particular effort in order
to maintain relationships and to stay close to innovation.
At Solvay the teams of Fernando Birman take one day a
month to go to accelerators or incubators, and work. “We
do it across the world to stay connected to people, be clo-
ser to them and develop the network”, explains Fernando
Birman, for whom this approach works well: Solvay who
until now has a very strong history in venturing in the
chemicals sector, has started to invest in digital solu-
tions.
Some, like Endemol Shine who “invests in its capacity
to diffuse content on social networks and increase its
reach”, is directing itself towards foreign ecosystems,
in this case to “English and Danish startups”, confides
Julien Brault, Digital and Diversification Director. In
France, the group has also by engaging with startups
was led to observing incubators. “We have for example
entered into contact with a startup for special effects for
mobile applications (InVidam), whose solution allows
you to inlay your face onto videos. We have integrated
this option into our applications to add value before
industrialization. This involvement allowed us to disco-
ver their incubator, Le Cargo, which proved to be a major
innovative pole situated right next to our offices!”
L
Employees have a better view of
innovation than their top management
On top of the differences in position ranking,
great differences exist between sectors
A sector who is exposed to innovation
technology and the disruption of startups like
the telecom/utilities sectors are more active
with open innovation than a sector who is less
concerned, like large fast moving goods.
« We can’t do
everything alone,
especially when
technology goes
faster than us. »
Anne-Laure Mérillon, Head of Digital
Marketing, Peugeot International

101
coming to scale, “provided that it doesn’t scatter and the
focus is kept on the tools communicating between one
another”, warns Quentin Briard, Marketing Vice Pre-
sident at Club Méditerranée for the FBS1 zone, who has
worked with fifteen partnerships last year.
TF1’s approach is to define each year a number of themes
they wish to improve and pitch to startups. “We wish to
see how they contribute new ideas”, says Olivier Abecas-
sis, Director of Innovation and Digital at TF1. The com-
pany gives one year “to see” and to work on the chosen
theme with the startup. “It doesn’t consist of developing
a product for TF1, but to see how we can use their pro-
ducts and knowledge. Our relationship is nothing but
capitalistic, it is a question of working together.”
PARTNERSHPS, AN EFFICIENT ENTRY
TOWARDS THE STARTUP WORLD
For the vast majority of respondents in this case study
partnerships have had very satisfactory results. These
can take on many different forms, from the proposition
to participating in projects, to the organization of hac-
kathons, to commercial partnerships. “I believe in the
ecosystem of partnerships” says Sébastien Charbon-
neau, Group EVP of the Home and Family Global Line at
Europ Assistance, “like the one we are putting into place
on IoT with Sigfox and Altyor, or furthermore in digital
experience development web/mobile with Xebia, a web
mobile factory that works in agile mode”. Partnerships
offer sustainability and are an important driver for
Average fast moving consumer goods
Average telecom – utilities
Responses – top management
Responses – employees
The creation
of an internal
startup incubator
Startup acquisition Co-creative events
with external
communities
(hackathon etc.)
Corporate ventures
en partenariat
avec des fonds
d’investissement
Tech
27%
42%
39%
42%
54%
66%
20%
30%
0
80
70
90
60
50
40
30
20
10
Moyenne Biens de Grande Consommation
Moyenne Telecom - Utilities
Réponses Top management
Réponses collaborateurs
Création
d’un incubateur
interne de startups
Acquisition de startup(s) Événements
de co-création
avec des
27 %
42 %
39 %
42 %
54 %
66 %
0
80
70
90
60
50
40
30
20
10
What aspect
of open innovation
does your company
apply?
01 - France, Benelux, Suisse

102
Some interviewees make a clear choice to focus on small
players. This is the case for Thierry Lernon, Chief Digi-
tal Officer of BUT stores: “I have been working for 17
years with actors of relational marketing and e-commerce.
In general the larger they are, the less quality there is, and
the more it is expensive. I have thus made it a priority to
focus on small and medium sized structures.” Following
the same approach that Fernando Birman does at Solvay,
Thierry Lernon spends half a day a week researching new
partnerships and pushing his teams to do the same. “The
workshops at EBG are very useful for this; we attend a few
conferences in France and abroad.” He also insists on the
necessity of using smaller players for agility, freedom and
short cycles, and an understanding of business lines and
the necessary technical knowledge, as is the case for click
collect. “The CIO is equally in favor” Thierry Lernon adds
“since large actors have a slow and expensive approach, are
inflexible technically, and they value their size”. The store
chain works with startups like Vekia to conduct simula-
tions and make future stock projections, or with Webpos, a
medium sized Spanish innovative company, to better their
check-out systems.
MINORITY STAKES
TO SUPPORT STARTUP GROWTH
This is a reality that is difficult to quantify and yet esta-
blishes: capital-based marriages between startups and
large groups don’t always produce desired result, because
startups risk losing their agility and autonomy. Thisloss
changes the impact on the organization which absorbs
them. The organization is then compromised. For this rea-
son many companies decide to take minority stakes. “We
want startups to keep their autonomy. The objective is not to
take control of these companies, with the risk of suffocating
them but to support their development”, observes Virginie
Fauvel, Director of the Digital Unit and Market Manage-
ment at Allianz.
CNP Assurances
Magali Noé
Chief Digital Officer
Startups: the Open CNP dynamic
The idea is always to accelerate the transformation of a com-
pany and this time via open innovation and relationships
with startups. I built the project with Hélène Falchier, who
is in charge of Private Equity at CNP Insurances.
We have a 100 million euro envelope as a part of our Open
CNP Corporate Venture program over five years to develop
partnerships and support innovative startups.
Our investment strategy is focused on Fintechs, assur-
techs, and e-health in Europe to start. Our approach is to
invest and create win-win partnerships. Large groups and
startups have all the interest in joining forces.
We have helped Lendix to develop in Spain and Italy with
the help of our local subsidiaries. Our actions for H4D, Alan
and recently, Stratumn have all been promising.
By visiting startups, observing them, we are changing our-
selves; we can go faster and provide better services for our
customers. For example one of “our” startups has shared
with us “tips” regarding client experience. This allowed us
to create a chat-bot for a partner. This example is a win-win
that we encourage.

Interview

103
tiative in 2016 but we were disorganized,” says Valérie
Bourbon Malandain, IT Digital Vice President at Ipsen
Laboratories. “We are in the process of creating an inno-
vative cell that will be dedicated to the subject. It is an
important project, because it will allow us to associate
ourselves with promising initiatives without having
to undergo the development phase. It is easier to by an
idea than to develop one!” Valérie Bourbon-Malandain
hopes that it will be easier for business lines to project
the potential usage and services available to offer once
they will have seen the success.
3.3.4. An entity dedicated to managing
relationships?
The relationship with startups is not struc-
tured at BUT, but regardless the relationship is
very strong”, observes Thierry Lernon General
Director of Sales, who also acts as a Chief Digital Offi-
cer. This is the case for the majority of our participants,
and yet they identify the presence of an autonomous
structure dedicated within their organization to priori-
tizing open innovation. The increase in external point
of contacts reveals a growing need to structure the rela-
tionship.
The strengthening of ties to startups is a priority in 2017
for Ipsen Laboratories. “We were committed to this ini-
“
MAJOR PRIORITYWEAK PRIORITY
Transform
company culture
3.3
Have a team
in close proximity
of the business lines
2.2
To train teams so
they are able to work
with external partners
2.5
To develop an autonomous
structure within
the dedicated organization
2.1
2 43
What needs to be a priority in order to succeed in open innovation?

104
lines meet startups at BPI: “like most large groups, we
measure the difficulty of change within the already exis-
ting structures. The digital makeup that will begin in the
second trimester of 2017 will be an important stepping
stone for the digital service transformation of the fund:
-by grouping the projects and business lines mutual
experiences and resources.
-by providing agility in the development of digital
solutions that are focused on customer experience and
design.
-by giving startups the opportunity to make technologi-
cal choices and to work externally.
It will initially be centered on three programs: the digital
projects, the data lab and Blockchain”.
HOW TO MAKE THE RELATIONSHIP SMOOTH?
It is necessary for startups to “integrate” large groups
without encountering too many roadblocks as is often
the case. “Startups face constraint tied to their capa-
city of working in the norms” regrets Ouahcene Ourah-
moune, Innovation and Business Development Direc-
tor at Alstom in the UK and Ireland, “the certification
or security challenges end up being costly”. A situation
that prevents the company to come to scale in its rela-
tionships with startups and forces it to always work with
the same ones. It is to avoid this happening that Bernard
Cottin, Director of Digital Transformation at Pensions,
is working on a “fast track”. Bernard Cottin’s objective is
to better the reactivity of the organization when business
Jérôme Moreau
Principal
Agility @scale
One of the particularities of the digital
age is the leveling of customer expec-
tations, who now judge all industries by the best mobile
applications – looking for innovative, integrated, ergono-
mic and personalized experiences that are continually
renewed.
To address this challenge, many companies are
searching for agility, business line processes and infor-
mation systems, but what does this really mean and how
are we approaching the scalability of the company?
To be agile doesn’t limit itself to simply following a me-
thod of project management, type Scrum or SAFe. Fun-
damentally it means to adopt an iterative product that
provides the maximum value in terms of meeting the
needs of customer as quickly as possible.
To do this, you have to dare to restructure your organi-
zation into small multi-disciplinary teams, who have all
the necessary competencies to create and maintain pro-
ducts, all awhile remaining reactive. This implies new
organizations and processes, specifically related to HR.
You then must be able to orient these teams to be va-
lue-driven, and not only financially, which implies new
governance and the creation of an essential role – that
of a product owner – who is entirely responsible for assu-
ring these initiatives.
Finally the information system has to evolve to allow
for the incremental delivery, adapting and following the
practices of DevOps.
In summary, it is the whole “operating system” of the
company that has to change to be truly agile. Several
large firms have successfully adopted an iterative ap-
proach – starting with transformative pilot projects and
then incorporating digital portfolios before passing the
directives to the entire company. They have to start from
the beginning of the vision to beyond the technique.

Expert Opinion BCG

105
IBM France
Nicolas Sekkaki
President
« We are moving to digital industrialization »
The digital transformation has to make sense for the whole
company, from the board of directors to the partnership
ecosystem, the employees are the key. Digital is now part
of the culture. We are observing an ownership over the
challenges.
It involves accompanying the employees – not just the
sales personnel and to train oneself in order to adapt to the
technology at the same time of the market needs. We also
think that it is necessary to link the generations. The digi-
tal natives have to understand the environment in which
we are evolving; everyone must seek to develop skills and
employability.
IBM studios was a starting point for design thinking as a
way to rethink the client experience at all levels of the com-
pany, based on the principles of agility – to perform faster.
We have remodeled the work spaces to give way to crea-
tivity and collaboration, as well as adopting collaborative
tools like video, with the intention of promoting co-inno-
vation. This dynamic allows for an entrepreneurial spirit,
even within a large group.
What we are learning from our transformation puts as at the
service of our clients. It is thanks to this that we have been
able to develop new concepts like Scale Zone that involves
our startup ecosystem on the cloud, internet objects, artifi-
cial intelligence and Blockchain for which the challenge is
to be able to come to scale. We are moving towards digital
industrialization.
IBM France Academy’s objective is to “reskill” and “upskill”
our internal competencies. This in the long-term could be-
come a service offer for our clients.
The “factories” aren’t any longer only digital – they are
becoming cognitive. Artificial intelligence is unavoidable
if we want to exploit data to create value and differentiate
ourselves. Companies have become more mature in this
initiative, even if a number of questions still exist. This is
why we have established ethical principles that commit us
and guide us in this new cognitive era. The first objective
of the artificial intelligence systems imposed by IBM is for
Watson to increase human intelligence. Then comes the no-
tion of transparency, because to have confidence in recom-
mendations, judgment and usage, we must always be able
to explain its intention, its source, the intellectual property
and the data protection. There are finally the competencies
because the benefits have to be at once economic and socie-
tal considering human beings. Artificial intelligence is here
to increase the intelligence and expertise of mankind, in a
relationship that will provide new trades and jobs.

The Zoom IBM

4
107
CHAPTER 4 : A NEW WAVE IS ON THE HORIZON PG. 106
4.1. How to be prepared for the next wave of technology? pg. 111
4.1.1. A bigger wave to follow pg. 111
4.1.2. A pragmatic and business approach above all else pg. 112
4.2. A promise of competition at all levels pg. 114
4.2.1. Artificial and cognitive intelligence: a major revolution at hand pg. 114
4.2.2. Chatbots and the challenges of conversation pg. 118
4.2.3. Blockchain: a variety of options and a value creator! pg. 121
4.2.4. Augmented and virtual reality: a revolution of the same magnitude as the cell phone? pg. 126

108
The industrial revolution that is taking place is fascinating and
is a prelude to those that will follow. The exceptional progress
in data exploitation, in the field of machine learning and
artificial intelligence are indicators of even deeper changes
to come than what the companies are already facing today.
The majority of companies having barely started to engage
with the first digital revolution, and they already have
to transition?
4.
A NEW WAVE IS ON THE HORIZON
108

Referentiel 2017 : Digital Maturity in european corporate accounts

110
A new wave is on the horizon4
4.
A NEW WAVE IS ON THE HORIZON
A new wave is on the horizon:
Key Figures
Big data
for everyone
• 82% of decision makers will be directly impacted by big data in the next
12 months
• Only 2% will not be impacted
• Predictive analysis – has become a tangible realty: 71% of decision makers
are impacted.
Artificial
Intelligence
a corner stone
of a customer
centric company
• 66% of managing directors and Comex see the direct impact on
their activity, while only 50% of CDO’s do
• Banking/Finance/Insurance/telecom utility sectors are the most impacted:
it is what dictates 63% of their decisions
Blockchain
and IoT
• Banking/Finance/Insurances are the most impacted by Blockchain:
45% of decision makers are directly impacted
• The revolution is coming: 46% of the same decision makers for financial
services are not yet impacted but wish to study the subject
• IoT is mainly applicable to the industrial sector (71% impacted)
and telecoms/utilities (77%)

111
A new wave is on the horizon
4
4.1. HOW TO BE PREPARED
FOR THE NEXT WAVE
OF TECHNOLOGY?

4.1.1. A bigger wave to follow
T
he wave that is coming will release potential that
we aren’t able to imagine. Who could have pre-
dicted in the beginning of the 90s that the TCP/
IP protocols would become a few years later the World
Wide Web? Who would have bet that 10 years ago smart-
phones, tablets and connected objects would become in-
dispensable to our daily lives, even giving birth to the
Slow Tech movement symbolizing the excess of technolo-
gy in our lives? To add, in light of the dynamic accelera-
tion in the industrial cycles, the next wave is arriving with
a speed that allows little time for companies to adapt.
Called “The Second Machine Age” (Andrew McAfee and
Erick Brynjolfsson), or still “The age of algorithms” (Serge
Abiteboul and Gilles Dowek), this new wave of technologi-
cal innovations will cause radical transformation, to bu-
siness growth models, organizations and employment.
“The wave is arriving after being on the horizon for 3
years”, says Jean-Pierre Remy, General Director of
SoLocal Group, “it will impose new challenges on the
human level, a greater variety of professions, but just as
important”. SoLocal Group has surpassed the first wave
and is actively preparing itself for the next (the group,
historic editor of Yellow Pages, Mappy, was hit hard with
the arrival of the digital age and pure players). The groups
president considers the first digital transformation as “all
or nothing: a step that the company had to take” in order
to be able to participate in the following technological
revolutions. The first wave is preparing the company for
the artificial intelligence revolution. Jean-Pierre Remy’s
evaluation and approach is shared by the majority of the
panel participants, whose teams are focused on only one
objective: to work in depth on customer centricity, data
exploitation, the culture of innovation, and to spread the
culture of constant change, in order to play an active role
in the next revolution!
Big data and predictive technology
are first in mind
• big data and predictive technology, still
represents the most impactful technology trend
for 2017-2018
• The development of agile is a unanimous
preoccupation (only 5% of respondents consider
the trends of no impact)
• Certain technology is still maturing but offer
glimpses of a strong future impact: this is
the case of cognitive and artificial intelligence,
as well as IoT. If a majority is directly impacted,
an additional fourth are preparing to address
the subject
• Finally, the robotics of Blockchain is
an upcoming revolution: beyond the
respondents directly impacted, 40 to 44%
of decision makers consider them worth
studying
• 3D printing and exoskeleton don’t yet
preoccupy the sectors

112
rated using the technology above all else. “For each sug-
gested technology I ask myself does it allow for me to
save on cost, does it strength customer trust and does it
increase my revenue” says François Gonczi, Digital
Director at EDF Sales, whose training as an economist
explains his mode of function. The former Director of
Digital and Total Marketing Services, Marc Gigon, in
agreement: “I refuse to address the question of transfor-
mation by technology to only then see what can be done.
Artificial intelligence, Blockchain are interesting tech-
nologies that need to be addressed on the side, of the
client relationship and transaction. The first question to
ask is what their usage potential is.
4.1.2. A pragmatic and business
approach above all else
T
he multitude of technology that is in evolving
(and the infinite potential use) has what is
necessary to give an advantage over the best
opportunist. The risk for companies would be to lose in
their effort for transformation by spreading themselves
too thin across several projects and the cost of man
power in time and energy. The participants interviewed
for this study recommend an approach that is just as
pragmatic as it is down to earth. Outside of the RD
department, companies are searching for the value gene-
Will not directly
impact my business
but worthy of study
Will be
directly impactful
Will not
be important
Predictive Analysis – Prescriptive
Agile developments
Artificial and Cognitive Intelligence
3D Printing
82%
71%
68%
54%
50%
25%
16%
11% 32% 57%
74%22%4
40% 44%
47% 28%
38% 12%
35% 11%
27% 5%
23% 6%
16% 2Big data
Internet of Things
Blockchain
Robotics
Exo-skeleton
Amongst the following technologies which will impact your business the most in the next 12 months?
Note: 808 respondents. Profiles: CDO, CEO, Executive support

113
4
Of what use could they be? Following this approach we
don’t create a chatbot: we build a new way to manage
client relationships!”
A conclusion shared by Éric Lestanguet, Director of
Solutions for Individuals and Professionals at Engie,
regarding the enthusiasm in the French market for
connected thermostats: “our main focus today is how
to find and offer a service associated to technology that
adds daily value for our customers”. The market is still
looking for the opportunities that IoT offers. “We don’t
implement anything until the technology is associated
with a service”, says Éric Lestanguet. This is not limited
to Engie and consumer products: it is a question that all
industries have, and for each technology available today.
Jean Ferré
Digital, Data Analytics Director
The computing, collection and circulation capaci-
ties of data will reach within a few years a level
that will allow artificial intelligence to develop
exponentially, whether it is in local productivity
optimization (automated cars, robot investment,
medical diagnostics, etc.) or in the management
of complex systems (road traffic, agriculture pro-
duction, resource allocation, etc.) 50% of jobs will
be affected in less than 15 years and the gain in
productivity will likely not recreate as many jobs.
The activities that will certainly be impacted first
are transport, manufacturing, health, finance and
customer relations.
Do not be afraid of artificial intelligence, it is pro-
gress (better medicine, navigation, less physical
labor, etc.); we should however prepare with ur-
gency for the deep transformation AI will have on
our society. The notion of work, individual utility,
of intelligence itself will have to be rethought.

Expert Opinion BCG

114
In its strategy for differentiation and client satisfaction,
a challenge for Sacem is to compensate its artist the ear-
liest possible. The company counts on being able to use
data to accelerate the distribution (the redistribution of
rights). “We are working with Quantmetryto run the first
data science tests” explains Christophe Waignier, Direc-
tor of Resources and Strategy at Sacem. “We gave them
access to 10 years of statistics so they can identify the
“diesel” of the distribution: the artists who function in all
circumstances. The idea is to then attribute a confidence
coefficient to each artist to be able to create a predictive
distribution.” This would allow the company to handle
advanced requests on the platform and to pay artists the
earliest possible. The first results are very encouraging,
and have inspired Christophe Waignier to work on the
predicting hits – the idea not being to anticipate future
“tubes”, but to allow artists to anticipate their success
and organize themselves administratively.
4.2. A PROMISE OF COMPETITION
AT ALL LEVELS

4.2.1. Artificial and cognitive
intelligence: a major revolution at hand
There exists in our panel large disparities related to ar-
tificial intelligence achievement. The overwhelming ma-
jority has taken hold of the subject and has proven that
concrete results, yes in their infancy, are more than ever
at hand.
ARTIFICIAL INTELLIGENCE IS A PILLAR
FOR CONSUMER CENTRIC COMPANIES
At Orange, Erwan Gaultier confirms artificial intel-
ligence applicability is vast, starting with technical
and commercial assistance. “A classic auto-diagnostic
example via FAQ will take place over 10 steps, while a
process undertaken by artificial intelligence furnished
dynamically by the experience of other customers – will
take place in 4 to 5 steps”, observes the VP in charge
of the digital transformation program of the operator
and founder of the Digital Orange Factory. The speed
of procedures, usage simplicity etc., and well executed
artificial intelligence has a direct impact on the quality
of the relationship between a company and its users, by
its capacity for self-learning and the reinvention of pro-
cesses that go from static to “active learners”.

115
4
Jean-Philippe Desbiolles
Vice President of Cognitive Solutions
IBM Watson Group
Artificial intelligence, or the “4th of industrial re-
volution” is that of expertise and knowledge, or
augmented human intelligence, by the aid of co-
gnitive systems, creating value by allowing for
more debated and measured decision making that
is no longer just based on habits and processes.
The use of cognitive systems allows an employee
to exert their “real” position and concentrate on
value-added tasks, that highlight their expertise,
judgment and decision making capability that are
their differentiator. Cognitive intelligence libe-
rates and values the daily work of employees.
With constant contact and dialogue cognitive sys-
tems learn to develop their expertise over time,
becoming a greater source of value.
It is possible to gain valuable time, share exper-
tise across the globe without delay and access pro-
ven analysis capabilities of a number of industrial
sectors.
Learning to work “with” these systems is necessa-
ry and a key element to industrialization. It is only
under this condition that we will benefit the most
from the revolution. This requires a change in ma-
nagement, employee support and adaptation me-
thods for the change in employment.
There is no cognitive platform without an internet
platform as long as these two worlds are linked. It
is thus crucial to offer cognitive flexible services
that will offer a different and innovative applica-
bility.
Lastly, from an ethical point of view and to assure
a maximum amount of transparency, IBM is a a
part of the Alliance Partnership for Artificial In-
telligence to Benefit People and Society put in
place autumn 2016 by Amazon, Facebook, Google,
IBM and Microsoft to in-store good practices, and
Apple has just joined. This alliance is an integral
part of our approach and philosophy.

Expert Opinion IBM

116
RADICAL GAINS IN PRODUCTITIVY
Artificial intelligence promises wonders for customer
centricity, but the gain in productivity is perhaps more
impressive. The General Director of SoLocal Group,
Jean-Pierre Remy, predicts that tomorrow’s publicity
will be in real time, and according to the interlocutor’s
format and platform. “On our 3 platforms we will have to
integrate analytics, data and machine learning. We want
to allow our ecosystem to use intelligence to create a per-
sonalized and least intrusive service possible” specifies
Jean-Pierre Remy. Beyond performance, this evolution is
a real revolution for the sector: “a company like Trivago
won’t be satisfied any longer with only one advertise-
ment. With technology it will be able to test 15 slightly
different ads, and produce internally in order to go faster
and faster”. Technology will simply allow companies to
multiply human capacity. “How will I be able to produce
10 times the number of websites and of better quality?
Here is the essence of what is going to happen with arti-
ficial intelligence: it is only positive!” argues Jean-Pierre
Remy who doesn’t forget to underline the direct effect
of this dynamic on large organizations. Large publicity
groups have become 10 times more productive in certain
activities and will have to divide their workforce by 5 for
certain business lines.
This means artificial intelligence is more influential for
some companies, who insist on the experimental aspect
in their approach, and on the support potential for their
employees by the technology. Artificial intelligence, like
the chatbots and assistants are tools that will support the
execution of the most routine tasks to allow employees to
focus on added-value tasks.
Air France KLM
EVP CIO
« Interesting and up to this point unfeasible applications »
Historically Air France has been able to rely on an optimi-
zation team. This team of a 100 people is turning towards
artificial intelligence. The team works close to the business
to find ideas, however they aren’t yet disrupting the bu-
siness model. “We are in the RD phase, with interesting
applications, that however up to this point are unfeasible:
- to estimate fairly accurately traffic from one point to its
destination, regardless of the mode of distribution, by wor-
king on all of the online sales and meta-searches. Incorpo-
rating a tool that indicates online traffic would allow ap-
plying support tools to the increasingly precise capability
of decision making.
- tools that are able to replace call center agents, though we
are not ready to use them
- tests on client relationship intelligence
- we are partially operational on customer purchase recom-
mendation tools
- thanks to machine learning we can estimate with a
growing degree of precision how many people are going
to travel. By knowing the precise number we can make
adjustments ahead of time before the boarding phase: the
plane will take off on time and we would save on costs.”

Interview

117
4
54%
0 10 20 30 40 50
CEO point of view
Average
Management support point of view
CDO point of view
60 70
Average
Distribution – Sales
Industry
FMCG – Luxury
54%
0 10 20 30 40 50 60 70
The proportion of decision makers who believe artificial and cognitive intelligence will “directly impact their business
activity” in the next 12 months

118
4.2.2. Chatbots and the challenges
of conversation
The benefits of chatbots are real and generate enthusiasm
from the companies in our panel, evident by the number
of important PoC’s initiated via Facebook messenger or
ChatFuel. The first test reveal gaps in the technology,
which are the source of growing doubt with regards to
the technologies potential – either because the compa-
nies haven’t found the correct ways of usage or because
the technology itself is still lacking in capacity.
« We aim to treat
our customers with
more empathy,
by reducing
the required effort
level for interaction
with our brand »
Amélie Oudéa-Castera,
Chief Marketing
Digital Officer at Axa
AI highly strategic subject
Two thirds of managing directors predict
that their activity will be impacted by artificial
and cognitive intelligence by early 2018.
Proof, if need be, of the high strategic
importance placed on this technologies use
AI at the service of customer
experience
• the telecom, utilities finance sectors are
the most impacted by artificial and cognitive
intelligence (63% of decision makers are
impacted). This is a major step for client
experience optimization, for companies
who can count more than a million customers
with who they regularly interact
• sectors that interact less frequently or not at
all with customers are less interested in AI –
30% directly impacted.
• artificial intelligence applied to improving
industrial processes is less efficient
(AI is less impactful in the industry –
confirmed by 45% of respondents)

119
4
hours, store location and product availability – Chris-
tophe Verley says the simplest search reveals all this
information. Like many peers, the Chief Digital Officer
has high expectations for the next wave of technology:
“I am much more interested by the artificial intelligence
tools that allow for non-structured data exploitation, like
forums, photos or communities”.
After a series of tests, Christophe Verley and his teams
are still searching for a case of usage: “I am not sure of
what benefits the bots have in replacing all that is tran-
sactional”, confides the Chief Digital Officer of ADEO,
“and I don’t see how the customer experience will be bet-
ter tomorrow because of a chatbot, other than the execu-
tion of commands”. For all the other subjects, opening
Facebook France
Europe du Sud
Laurent Solly
General Director
Our approach to bots is pragmatic. They work, but cannot
handle complex conversations. The bot today is useful as
long as it is assisted. It has to be incorporated in a global
strategy that is well thought through. Let’s make an analogy
with the infatuation for applications: they imperatively have
to be a part of a global strategy to add value. The bot has to
add a complementary service and a product and only has
sense if we are working on the customer experience. This
is why our first priority is to strengthen the customer expe-
rience on Messenger.
Axa is a good example of bot Messenger use: by working
on its customer relations, Axa realized that customers pre-
ferred to exchange by Messenger rather than emails. The
insurer then trained its teams and rethought the customer
experience before even thinking of creating a bot. This is
where the potential for the technology lies.
Bots are exceptionally powerful if they respond to the cus-
tomer’s needs. The public’s expectations are very high: for
great quality standards and users are expecting a solution to
their question. It is to answer to these demands that we are
working on co-construction with our partners.
Before yielding to a trend, it is important for brands to focus
on the utility of bots: what additional service can they contri-
bute which could develop a competitive advantage? Bots are
only a tool. They are nothing without a strategy: so we re-
commend linking Messenger to the digital transformation
of the company. We wish to insert this cornerstone of client
relations to our global partnership strategy. They have the
capacity to build the entirety of their client’s experience on
the platforms and to extrapolate the necessary information
to build performance.
The subject of conversation is the same for startups as it is
for larger groups. Facebook covers the entire customer ex-
perience, from the construction of the digital relationship on
platforms, to the audience analysis. It is useless to think of
a closed circuit. The discussion can start on Messenger and
the transaction takes place on a third party website: the only
thing that counts is customer satisfaction.

Interview

120
if they are in inefficient. It is thus essential to know how
to link robots and humans. For example, as soon as the
robot doesn’t know how to answer, the conversation
should immediately direct itself to a real person. This
redirection is very complex operationally: a call center is
an entirely different industrial activity, when it comes to
quality there is no room for improvisation.”
The tools available on the market only allow for a par-
tial automation of the relationship, the remainder relies
on human interaction. Furthermore their use requires
training call center agents, to undergo technologi-
cal developments and to reorganize the centers. These
roadblocks are enough to turn off the most enthusiastic
of managers, especially for those in service lines where
a minimum quality is expected by customers. “We are
watching closely the “bots” and rest of the conversatio-
nal technology but they aren’t mature yet so for now we
prioritize human conversations, being the chat. Our cus-
tomer expects consideration, attention and personaliza-
tion, we would have to wait several more months before
technology benefits our clientele and we are standing
ready”, says Quentin Briard, Director of Marketing Club
Méditerranée for France, Benelux and Switzerland.
Beyond today and tomorrow’s technological promises,
“the bot only makes sense if we are working on customer
experience” observes Laurent Solly, General Director of
Facebook for France South of Europe. At Axa, the aim
is to “treat customers with more empathy, by reducing
the required effort level for interaction with our brand,
who has developed experiments in the bot domain, with
voice and instant messaging.” says Amélie Oudéa-Cas-
tera, Chief Marketing Digital Officer of the group. “We
are at the conception of PoCs or of small pilots. For some
bots, we aren’t far from being able to deliver solutions.
Notably ‘where do I stand’, which allows customers to ask
questions to an interface, Facebook Messenger or SMS,
to ask an artificial intelligence where they are in pro-
cessing a case. It is a case of simple usage but one who
allows the liberation of certain processes.”
THE CHALLENGES OF CONVERSATION
The more technology progresses, the greater the need to
humanize the client relationship becomes. “The consu-
mer today is more autonomous than he was 30 years
ago. He defines his needs, which changes our vision. The
human relationship holds an important position. The
interaction’s purpose is to assist decision making”, says
Pierre-Gauthier, Digital Director and CIO of MACIF.
Companies are faced with an equilibrium exercise and
in no case can rely on only one technology to better their
client relations. The teams of François Gonczi, Digital
Director at EDF Sales, are progressing everyday on the
subject – they even received the BearingPoint – Kantar
TNS number one award for client relations, under the
“service companies” category, two years consecutively.
Regardless François Gonczi remains very vigilant on the
use of technologies: “it is not always simple to included
automated conversations in this relationship: certain
customers get upset when faced with robots, even more

121
4
4.2.3. Blockchain: a variety of options
and a value creator!
AXA Asia
Frédéric Tardy
Director of Marketing, Digital, Data
Customer at Axa
Member of the Executive Committee
Humanize the relationship…with emojis?
Outside of Japan, the Asian populations are very young!
The Philippine’s average age is 21 years old! This requires
the need to always be up to date technologically to be re-
levant to the market. In Thailand we were successful with
LINE thanks to the after sales functioning with emojis. I
was doubtful but it worked well: consumers express them-
selves this way spontaneously.

Interview
Lucas Comparini
Head of Blockchain
Blockchain is a disruptive technology that
will revolutionize the process tomorrow. The
banking, Finance and Insurance sectors who are
constrained by important regulatory obligations
(like KYC: Know Your Customer), have quickly
understood the advantages tied to this techno-
logy. Crédit Mutuel Arkéa for example adopted
the technology to simplify its client’s administra-
tive steps and facilitate data sharing between the
group’s different subsidiaries. Blockchain ensures
the sharing of critical information transparently
and securely. The data that is shared is traceable
and unfalsifiable. Installing these systems allows
for a significant reduction in costs and processing
time. Blockchain can benefit other sectors: indus-
trial supply chain, logistics, supply chain mana-
gement, and luxury products. For example, a pilot
run for food product traceability on Blockchain
should soon see the light of day: IBM and Wal-
mart have signed a partnership to better the tra-
ceability of Chinese pork.

Expert Opinion IBM

122
Rodolphe Chevalier
Principal
If bitcoin is the only example of large scale
Blockchain, it’s hard not to think there will be
another step and revolution in the development
of this technology. More than 2,500 patents have
been submitted for Blockchain and 1.4 billion dol-
lars invested in Blockchain startups between 2013
and 2016.
All sectors of activity are concerned, beyond the
finance sector who led by example with the first
important examples of usage:
- traceability: to limit quality fraud and the nature
the source of food products all along the agricul-
ture chain
- security: to protect the intellectual property and
authenticity of a work in Blockchain
- economy of sharing: to exchange directly, wi-
thout third parties, electricity between produ-
cers and consumers, to the level of an intelligent
neighborhood.
If the challenges to bring this technology to scale
remain numerous (whether they are technologi-
cal, regulatory or financial) companies must work
towards usage cases for the sectors tied to the in-
novative ecosystem.

Expert Opinion BCG
Blockchain: the best is yet to come
• Financial services are by far the first ones
interested in Blockchain. Only 9% declare
they aren’t impacted (while this share rises
to 32% for the other sectors questioned).
However, the subject is most often under study
rather than in active application.
• Industry and health/pharmaceutical sectors
are the least impacted: a large part of
the decision makers do recognize the subject
deserves study. These sectors will perhaps
not be pioneers in the subject matter, but
the possibility for value creation is expansive.

123
4
Average
Industry
47%
0 10 20 30 40 50 60 70
25%
0 10 20 30 40 50 60 70
Average
Industry
47%
0 10 20 30 40 50 60 70
25%
0 10 20 30 40 50 60 70
The proportion of decision makers that predict Blockchain will “directly impact their business activity”
in the next 12 months
The proportion of decision makers that predict Blockchain will not “directly impact their business activity but deserves
to be studied” in the next 12 months

124
IN THE SEARCH OF USAGE CASES
On the other hand, we are searching for the technology’s
potential, without achieving spectacular results.
The expectations though are important, as is the case
for the health sector. “It could have in affect in the field
of contracting and traceability,” envisions Valérie Bour-
bon-Malandain VP of IT and Digital of the Ipsen labo-
ratories, “however no pertinent usage strategy has been
made known at this stage”. As the director of Innovation
Business Transformation at Sanofi Pasteur, Thomas
de Charentenay has high expectations for Blockchain.
“I will be thrilled the day we will be using Blockchain to
define a series of contracts and develop a universal medi-
cal file for vaccinations, to finally be able to help indivi-
duals have a better handle over their medical treatment.”
Though Blockchain is announced as a major revolution,
many of our panel members interviewed for the referen-
tial remain doubtful. We often talk of the subject being at
its peak level of excitement but caution remains as ‘qui-
ck-wins’ are rare. “Blockchain is certainly promising, but
in the short term and operationally we must focus our
attention on digitalizing the customer experience rather
than on technology that is still at the PoC stage”, says
Serge Magdeleine, Director of Digital Marketing and
General Director of GIE CA Technologies.
On one hand there are those who believe that Blockchain
will not revolutionize their activity and that it will only
allow for transaction traceability. “Good technology
traces transactions but it is far from being the only one.
Why would it become the universal method and the least
expensive? It is new, but does that mean it is better?”
asks François Gonczi, Director of Digital at EDF Sales.
« Blockchain is certainly promising, but in the short
term and operationally we must focus our attention
on digitalizing the customer experience rather
than on technology that is still at the PoC stage »
Serge Magdeleine, Director of Digital Marketing
and General Director of Crédit Agricole Technologies

125
4
SACEM
Christophe Waignier
Director of Resources and Strategy
Blockchain: a real value creator
We don’t work on the transactional. There are some who
wish to use the technology to break the value chain. It
is always the artists who have nothing to lose when they
wish to cut the contract. There are few subjects that are
very concrete. The manager of Radiohead tries things, and
Imogen Heap, to generate a Blockchain that allows you to
follow from the creation of content to the distribution of
rights to artists. However these projects don’t contribute to
much progress.
The real question is does the technology have enough value
to better the precise domains which we are actually mana-
ging, deciphering the recording identities and piece of work
for example. We have then asked ourselves if Blockchain
could help us pair the information we have in common
between the recordings and art work. We have thus created
a Hyperledger Blockchain with IBM, ASCAP and PRS
our American and British counterparts. Each contributed
25,000 recordings and art work links. We realized that we
had less than 20% of common pairs. We now need to prove
that Blockchains can help us to define a shared referential
of all the coupled art work/recordings which would allow to
be more efficient today thanks to the technology.
It took us one year to convince the Americans to partici-
pate. They are scared of everything, very juridical. Some
behave as predators. We had to agree on a usage method.
When we proposed to work on pairing art work/recordings,
the room turned white.
The V1 of this project is operational: there is a real poten-
tial of shared information. Each is a source and can use
Blockchain in the identification processes. Why not create a
unique referential of all the links that exist between the art
work and recordings with Watson who would help us score
the information quality? The idea is not to break the system
put to create more value because Blockchain can help the
whole industry.
We are going to pass into V2 this year, from 75,000 to 2 mil-
lion pairs, by accepting more participants and integrating
smart contracts. Hyperledger is still fragile on the “scalabi-
lity” plan. Everything needs to be developed.”

Interview

126
Virtual and augmented realities are growing in interest
in the sales sector, even though its technical limits are
hindering the potential. The ADEO group (Leroy Merlin)
has launched a service that allows customers to visualize
their kitchen in virtual reality (VR) in the store, at the
moment of its conception. “I really believe in it”, confides
Christophe Verley, Chief Digital Officer of ADEO, “we
are starting to see interesting results, especially on the
design outcome. But the definition needs to be improved
so that the technology is easier to use.” Christophe Verley
estimates that he will have to wait for higher definition to
be integrated to obtain a “wow” effect, something which
should not take long.
4.2.4. Augmented and virtual reality:
a revolution of the same magnitude
as the cell phone?
A PROGRESSIVE APPROPRIATION
Virtual and augmented realities are a source of great
expectation amongst the participants of our panel, with
varying degrees of maturity depending on the purpose
for utilization. This technology is popular in the indus-
try where they serve at once as operation maintenance
and to reinforce employee security. It is no longer a
question of proving the pertinence of augmented rea-
lity but rather to prove that value and an ecosystem
can be created surrounding the technology. “This is the
case when an expert is placed abroad”, says for example
Ouahcene Ourahmoune, Director of Innovation and
Business development for Alstom in the UK and Ireland.
Ouahcene Ourahmoune benefits from the natural appe-
tite the teams have for the technology to demonstrate
internally and externally that they can add daily value.
“These technologies are interesting in terms of redu-
cing integration costs and maintenance in critical envi-
ronments: a technician can be guided at a distance
and equipped with virtual or augmented reality”, adds
Jean-Marie Letort, VP of Cyber Security Evaluation
Consulting at Thales, where his technologies are more
and more used for training and integration simulations
of critical components in the spatial and naval domains.
« Virtual reality
will be at the origin
of a revolution that
has the same level
of impact as
the one issued
by the cell phone »
Laurent Solly, General Director
of Facebook France South of Europe

127
4
Facebook France
South of Europe
Laurent Solly
General Director
Virtual reality will be at the origin of a revolution that has
the same level of impact as the one issued by the cell phone.
Oculus had no products to its name when it was bought
and we already understood its potential. The impact of this
revolution goes well beyond gaming: all the sectors are
concerned, since virtual reality will be a new way of consu-
ming information and will strongly influence the way in
which we communicate.
Brands will have to be able to communicate as we do
between ourselves, and those who don’t adopt this tools to-
day will miss catching the next generation as an audience.
This also implies an editorial effort that is necessary for
bots like it is for VR: brands must write for the cell phone
screen and follow the ways of today.

Interview

128
Big Data Predictive and
prescriptive analysis
Internet of Things
Cognitive
and artificial intelligence
3D printingRobotics
Agile developments
Blockchain
59%
65%
71%
45%
63% 63%
30%
46% 44%
53%
39%
33%
57%
12%
28%
45%
14% 12%
15%
23%
70%
76%
67%
61% 59%
74%
20%
23%
8% 9%
3%
9%
7%
2%
16% 14%
2%
0%
77%
38% 39% 40%
27%
34%
69%
75%
54%
82%
65%
82%
90%
85%
73%
84%
89% 89%
Industry
CPG – Luxury
Media
Tourism – Hotel
A new wave of technology:
there are diverging differences between sectors but big data for all

129
4
There are diverging differences between sectors but big data for all
Taking into account that more than 70% of our participants are impacted
by technology, the following are some key facts by sector:
• Telecom Utilities, financial services, tourism hospitality are the sectors most
impacted by disruptive technologies, or at the least have taken the most notice
• big data strongly impacts all the sectors, at the exception of the industrial sector
(to note that 38% of the decision makers believe it is worth studying, while 3%
see no impact)
• IoT has a varying degree of impact: very impactful in the telecom utilities as well
as industrial sector, however only concerns a minority in the other sectors (even if
this is far from being negligible with the share being between 27% and 40%)

130
Issues of governance at the heart of the capacity for transformation5
CHAP-
TER
5
130

131
CHAPTER 5 : ISSUES OF GOVERNANCE AT THE HEART
OF THE CAPACITY FOR TRANSFORMATION PG. 130
5.1. Digital governance under discussion pg. 135
5.1.1. Digital is the responsibility of everyone pg. 135
5.1.2. The future of the Chief Digital Officer depends on the business pg. 137
5.1.3. The imperative implication of top management pg. 140
5.2. Digital-IT: a precarious equilibrium to master pg. 143
5

132
We have seen the upheaval of the digital revolution and
its imposition on companies to organize their continuous
transformation. The challenge for them is to not only be
a part of the current wave but also to prepare themselves for
the technological revolutions to come while maintaining
their existing infrastructures. The question is then who directs
this transformation, under what mandate and by what means.
The adaptation speed of companies depends directly on
the capacity of their top management to lead their teams
in the right direction, a challenge of size when the employees
are a dozen, some hundreds, others thousands. Even more so
that the transformation is transversal – digital permeates all
levels of a company in organizations that are structured
in silos.
5.
ISSUES OF GOVERNANCE
AT THE HEART OF THE CAPACITY
FOR TRANSFORMATION
132

134
5.
ISSUES OF GOVERNANCE AT THE HEART OF
THE CAPACITY FOR TRANSFORMATION
Issues of governance: Summary
Becoming digital ready
The new IT
generation
between
two flames
• IT structures are evolving to adopt models that are data focused
• All the information systems must now be at the service of digital
• CIOs are looking to reconcile the issues of change with those of run, in a context
where the opening of their systems renders the security more complex
A global
challenge
of training
• The shared observation is that today digital is everyone’s business
• The most advanced have responded to this imperative by initiating a massive
re-training of their core business
• This training involves all of top management within which is the DHR, out of his
or her business line silo
Digital must
no longer be
separated from
the rest
• The new methods of working, collaborative and cross-functional, don’t live simply
by a change in governance: they have to be animated
• Today present in most, but not all, large groups, the CDO remains the digital
transformation animator
• It is top management who is the real motor; all management are agents of change

135
Issues of governance at the heart of the capacity for transformation 5
5.1. DIGITAL GOVERNANCE
UNDER DISCUSSION

5.1.1. Digital is the responsibility
of everyone
strong message from our panel participants:
digital must be the whole company’s business.
This implies a double effort of communication
and training to succeed. Being said, human resources are
indispensable, and a number of HR departments have
rearranged themselves to play an active role in the trans-
formation of their organization. At Orange, it is even a
“HR digital transformer” who was the first to address the
subject of digital. This movement has spread across all
industries. “The DHR adopted quickly digital, it has even
become a vital part of their mission”, observes Bernard
Cottin, the Director of Digital Transformation at the
Department of Pensions.
The band beats to the rhythm of the slowest member, com-
panies must avoid at all cost that a gap forms between
the different departments. “We need to allow employees
to find fulfillment in this digital economy”, says Romain
Liberge, Chief Digital Officer of MAIF. “We must neu-
tralize the negative perception that it is the Californian
startups and companies who will take the power, and if
you aren’t a master at data or in development you will
become obsolete. We always return to the subject of sup-
port and training: the transformation will not resolve
itself by recruiting talents exiting top tiered schools, or
by recruiting talent from Google; especially for a com-
pany like MAIF, for whom this is not necessarily easy.
The DHR is thus the directional key, who has a central
function: to engage and lead the whole company.”
Management support
CDO profiles
Average
72%
68%
80%
63% 65%
72% 73%
75%
84%
7%7% 7%
Project
management tool
Company
social network
Internal Chat Other
What collaborative tools have you used within
your company?
Note: 669 respondents. Profiles: 472 CDO, 197 management support.
A

136
Caroline Gaye, who leverages the vast internal feedback
program that allows each to share their experience on the
speed of the company’s transformation, on agility road-
blocks, etc. “Today, we have made the choice to nominate
a digital transformation director. Nonetheless we have a
digital director for everything that concerns customer
recruitment, whose role is to increase the effort on digital
channels. But everyone is responsible, even the director
of airport sales has to push digital”.
Employee engagement goes beyond familiarization with
digital and its technologies. At American Express, where
there is no dedicated department, all the teams are res-
ponsible: “We have American management and a strong
culture of empowerment”, says Caroline Gaye, General
Director for France. “Each, no matter the level, has a
responsibility to use digital”. In light of this horizontal
organization, all the employees are encouraged to signal
what is not working, or what is hampering the customer
experience. “It would be a mistake to not do so”, adds
MAJOR BLOCKMINOR BLOCK
2 3
Lack of training
for the tool’s utility
2.42
The teams don’t perceive
the tool’s utility
2.45
Lack of top
management sponsorship
2.33
2.93
MAJOR BLOCKMINOR BLOCK
2 3
The teams
don’t perceive
the tool’s utility
2.49
Lack of top
management sponsorship
2.56
Lack of training
for the tool’s utility
2.29
Lack of tool
animation
Lack of
tool animation
2.74
Please rate your company’s roadblocks to using collaborative tools
(1: minor block / 4: major block)
CDO Profiles
Management support profiles
Note: 346 respondents. Profiles: 165 CDO, 181 management support

137
5.1.2. The future of the Chief Digital
Officer depends on the business
he revision of the organigram and the creation
of new positions are all indicators of the trans-
formation undergoing in companies. Obviously
there is no martingale strategy that exists for the sub-
ject, and each creates theirs with the specifics of their
culture, history and strategic needs. And even if the
“cross-functional” roles are still very popular, digital
evangelists are still needed, to homologize the different
expertise - our study reveals the following strong trend:
digital can no longer be separated from the rest of the
company, and its responsibility becomes progressively
that of the business.
Julien Brault witnesses this revolution at Endemol
Shine, for whom he is the Director of Digital and Diver-
sification. “At the beginning, digital production was
separated from the rest. This is still the case today, but
our objective is to encourage people to work together in a
systematic way. 4 years ago digital was really a boutique
annex. It has now become a principal department and in
terms of revenue recognition.”
“Heads of business units have more weight than the
Chief Digital Officer”, affirms François Loviton, Direc-
tor of Retail for France at Google, for whom the digi-
tal transformation is better when it is orchestrated by a
business unit head than by a cross-functional role, unless
the latter has power thanks to budgets and new business
to hand to the teams.
Collaborations: the supporting tools
• the responses are relatively similar with
regards to the roadblocks faced
(scores between 2.29 and 2.93 out of 4)
• digital management and supporting functions
observe the number one roadblock as a lack
of collaborative tool animation
• digital management underline the lack
of sponsorship by top management
(half class it as the 2nd roadblock,
35% consider it number 1)
• management support, who are less
systematically directly linked to top
management, seem less in need of support
(only 25% consider this as a number 1
roadblock, while 35% class it as number 4
in roadblocks)
« We asked ourselves
the question
of who is our head
of digital at Orange;
the answer came on
its own: it had to be
Stéphane Richard. »
Mari-Noëlle Jégo-Laveissière,
Executive Director of Innovation,
Marketing Technologies at Orange
T

138
This observation is shared by a number of panel parti-
cipants, who have seen whole organizations reject the
position. According to Mladen Pejkovic, Director of
Development and Strategy, this is the case for Atlan-
tic Grupa (a Croatian group that operates in agriculture,
pharmaceutical and hygienic product distribution, pre-
sent in 14 European countries). The group is in full res-
tructuration and is still thinking about its strategy; they
are still searching for the best way to engage all teams
and employees in the right direction.
“We don’t have innovation management” says Romain
Roulleau, Senior Vice President of E-Commerce Digi-
tal Services at Accor Hotels, “it is up to the departments
to develop their projects with the objective of improving
client relations or to build a better operational tool. We
function in the same way with startups”. This approach
maximizes team responsibility and organizes the struc-
ture in a way that isolates digital activities.
It is for these same reasons that PMU or Société Générale
doesn’t have a Chief Digital Officer. “It is the business
leaders that take up this role”, affirms Séverin Cabannes,
delegated General Director of Société Générale, “this is
the reason for why we have not created the position. We
of course have innovation centers, an innovative team,
etc. but overall IT and digital must be at the business
core”. At PMU, the choice made was to create an internal
innovation network rather than a dedicated department.
“Everyone can find support and a budget”, says Xavier
Hürstel its CEO, who animates its network through
the internal communications department and by lab
members (who group marketing and IT).
Digital tends to permeate organizations
• 3 out of 4 companies have Chief Digital Officers
• almost half of this group’s digital governance
touches subsidiaries
• almost all of the remaining 11% “other” are pure
players
• global proof that digital responsibility does not
suffer from being isolated
39%
17%
33%
11%
A chief digital
officer is
in place
The two
options
are fitting
OtherDigital
is managed
in subsidiaries
Your company’s digital organization

139
Nominated CEO of TF1 in February 2016, Gilles Pélisson
first started by creating a department, innovation and
digital, and appointing Olivier Abecassis. “Our first step
was to reconcile TF1 with digital and to create an offer,
a consumer offer”. However the team quickly realized
that it was creating silos and that it needed to reverse its
approach. “The digital cannot be isolated, made a haven:
it has to support the whole company”, says Olivier Abe-
cassis. Its function is cross-functional aiming to infuse
digital across the whole company. “I was skeptical in the
beginning, because I thought it would dilute the exper-
tise, but the results are good: the digital team working on
its own reached the level of impact it could have on the
company’s transformation.”
At the heart of AXA Group, Amélie Oudéa-Castera,
Chief Marketing Digital Officer, says “the notion of
customer experience is a federative event, it is no lon-
ger digital but the customer logic that leads and bring
together many competencies, one being digital. In the
majority of AXA’s business lines the Chief Customer
Officer has begun to lead data, digital, marketing and
customer experience.”
Functions aligned under the CDO role
• a necessary evangelist or obsolete function,
the CDO relationship varies depending on
the company’s digital maturity or organization
• CDO, CEO and “back office” functions remain
aligned when pertaining to the CDO role: it will
certainly end with its alignment of objectives
and gathering of competencies
45%
29%
26% Will disappear as
it is only a temporary
function to transform
the company
To share rare
competencies
to local entities
To administer
directly digital
platforms
According to you, the Chief Digital officer’s vocation:
Note: 751 respondents. Profiles: 90 CEOs, 155 CDO, 506 management support

140
5.1.3. The imperative implication
of top management
eading by example has undeniable virtuous
effects on company pace of transformation; the
participants met for this study didn’t hesitate to
highlight this fact. The whole company must be aligned
under the same objectives, beginning with shareholders
and top management to absorb the next waves of tech-
nology.
At this title, certain CEOs are considered the Chief Digi-
tal Officers of their company. “We asked ourselves the
question of who is our head of Digital at Orange”, says
Mari-Noëlle Jégo-Laveissière, Executive Director of
Innovation, Marketing Technologies at Orange, “the
answer came on its own: it had to be Stéphane Richard.
He is the true head of digital”.
The shareholder can also play a key role, as long as they
are sensitive to the digital challenge. Yann Leriche, at
Transdev, or yet Thomas Saunier at Malakoff Médé-
ric, underlines how important shareholder support is,
whether it is to validate the strategic long term plan or
to assign additional budget (see chart on pg. 142). The
shareholder has to go even farther, according to Fran-
çois Loviton, Director of Retail at Google: “the sharehol-
der has to impose management with transformation
objectives, objectives that can be found in the CEO and
Comex’s shared vision and strategic plan”.
Groupe Caisse des Dépôts
Bernard Cottin
Transformation and Digital Director
« It is each business line’s responsibility for leading their
own digital transformation »
Rather than creating a head of digital, we organized oursel-
ves as a “pizza team”, 5 people, placed around the general
director of CDC. We are employing a strategy of influence
and acculturation, with the underlying idea that each bu-
siness line is responsible for leading their own digital trans-
formation. Developing a more structured organization and
the necessary budgets would have taken us an additional
year.
The team grew with the arrival of a digital marketing ex-
pert and head of data in 2016.
We have worked with all the supporting functions and bu-
siness lines to determine their digital objectives and define
their needs. The result of this work is a 150 million Euros
plan across 3 years, with 40% being attributed to the infor-
mation systems, an important share to human resources
(training and recruitment), as well as a system supporting
the change and digital marketing.

Interview
L

141
It is equally at the executive committee level that per-
formance indicators of the digital transformation must
be measured, adds François Loviton – an approach
that is more and more commonly adopted at varying
degrees of precision depending. “We have KPIs that are
very precise in our strategic plan”, says Mari-Noëlle
Jégo-Laveissière at Orange, who takes for example cus-
tomer interactions, who should be more than 50% digital
at the beginning of 2020. Mari-Noëlle Jégo-Laveissière
insists as well on the importance of sharing a common
vocabulary across the whole company: “Orange helps
other companies in their digital transformation, this
impacts us deeply”.
At GRDF, Édouard Sauvage directs a trimestral digital
piloting committee who includes members of the Exe-
cutive Committee, whose primary role is to arbitrate
projects. “Today’s challenge is to focus our efforts at
the scale of the company, on priority subjects framed
by our digital ambition”, says the General Director
of GRDF. Édouard Sauvage’s team has a recruitment
search to build a Digital Shadow COPIL composed of
10 GRDF employees (less than 35 years of age) from
all over France to challenge, inspire and contribute an
operations vision on the COPIL digital projects. Howe-
ver, the frequency of these committee meetings must be
proportionate if companies want to advance, according
to Gilles de Richemond, CIO of voyages-sncf.com and
CEO of VSC Technologies. “When we have one Copil a
month, we aren’t adding speed to the company. We don’t
allow the teams to accelerate when we are stopping them
every ten meters: they all need autonomy and the right
decision making framework.”
Pierre-Charles Parsy
Director of Strategy
and Transformation
A successful digital industrialization happens
with structured governance and a support system
focused on the change in company culture and in-
ternal competencies.
In particular there are 3 challenges to this initia-
tive:
1. To attract digital talent with differentiating
recruitment methods, and have the ability to
convince digital experts to choose traditional
companies rather than startups or technologi-
cal leaders (Apple, Google, Amazon, etc.)
2. The ability to build resources, IT and also Mar-
keting, towards the desired expertise; these in-
ternal talents will see their job evolve at a great
speed with artificial intelligence, and digital
must introduce programs for upskilling and
reskilling in order to be able to confront tomor-
row’s challenges with the necessary knowledge
and adapted methods.
3. To put in place the necessary digital incubators
to the necessary short term projects for a digi-
tal transformation; the first two challenges will
take in the best case scenario 9 to 18 months
to implement. In the meantime the incubators
will be there to support the change and prepare
the company for success in this evolving digital
world.

Expert Opinion IBM

142
The management and pedagogy for example are essen-
tial according to Gilles de Richemond: “the example is
set from above: the directing committee must absolutely
adopt a motivating approach so that it is in turn adop-
ted by management, and following. A top management’s
injunction of ‘transform yourselves!’ cannot work.”
Malakoff Médéric
Thomas Saunier
General Director
« An in-depth approach to the company culture and
governance »
Digital and data are a part of our 2020 strategy’s 5 identi-
fied axes set out last year. The administrators have accep-
ted our plan and it was decided that 20 million additional
Euros would be invested in data and digital.
I would like us to work on our internal culture; the 20 mil-
lion Euros in budget must not only benefit a happy few tech-
nophiles. Our innovation initiative involves 90 employees
in the company and encourages new methods of working.
We have put in place a project and agile mode, a digital aca-
demy and dedicated governance.
The Chief Innovation, Digital and Data officers are under
the Chief Innovation, Digital Data Officer, David Giblas. He
reports directly to me and was recruited for his expertise in
the business – he is senior.
We have great human capital that we are complimenting
with a few external recruitments (a dozen of external re-
cruits to a team of 43 people). We have the skills, desire and
ambition.
We have also recruited a new CIO whose role is cross-func-
tional on top of being an expert in the field.

Interview
64%
48%
41%
35%
22%
15%
Data scientist UX Designer Digital IT/
Architect
Innovation/
Resident
advisor
UI DeveloperAgile mode
project
management
What are the most sought out skill sets for your 2017-
2018 digital priorities?
(3 responses possible)
The search for candidates across
the world
Data scientists remain the most sought out
profile. Their dual background, both technical
and business, are a rare resource; they are at
the heart of the major business line
transformation: to incorporate the new
technologies – data analysis – at the service
of the business.

143
“you have to decide at company level who is governing.
If you let both coexist you risk creating conflict when cri-
tical decisions have to be made”. A situation that is dif-
ficulty acceptable when confronting the challenges com-
panies have to face: the healthy balance between digital
and the rest of the teams is an essential condition for a
successful organization transformation.
The Total Marketing Services teams are conscious of
this and as a result management from different depart-
ments has grown closer. “To digitalize, is to prepare
for the future of a company, like RD, like innovation
or technology management, like digital project teams,
like fusion/acquisition teams and strategy”, says Marc
Gigon, former Total Marketing Services Digital
Director, who is happy seeing a group of people working
towards preparing for the company’s future.
5.2. DIGITAL-IT: A PRECARIOUS
EQUILIBRIUM TO MASTER
Far from disappearing, the role of CIO is evolving to
match the business lines and digital challenges. An evo-
lution that happens without friction and taking different
directions, those built to confront and direct the com-
pany transformation.

Selecting who governs digital is a heated issue in some
organizations. “Certain direct services for the better of
the company, others develop products to gain market
share; these are not the same types of leaders”, says
Alain Staron, Senior Digital VP at Veolia, who warns:
30%
44%
18%
4% 4%
28% 28% 29%
13%
2%
Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP Completely
agree
Somewhat
disagree
Somewhat
agree
Completely
disagree
NSP
Overall your company’s IT function should it be, and is it, the motor of your digital transformation?
Note: 145 respondents (IT)

144
The CIOs want to have more weight
• 3 out of 4 believe they should be the motor
of digital transformation
• today only a small majority (56%) believe it is
actually the case
« Information
systems must not be
a roadblock to new
product launches »
Djilali Kies, CIO of TDF
Crédit Agricole Technologies
and Services
Serge Magdeleine
General Director
IT-Digital Flow: the Crédit Agricole method
Crédit Agricole’s CIO links the subsidiaries (LCL, etc.) and
it is a separate entity, C.A Services, who is in charge of pro-
ject management and digital production. This entity is a
part of a GIE who is independent of the Group’s CIO.
We view digital as an iceberg:
• the emerging peak incorporates projects our customers
and 60,000 employees can see. This part is differentiated
within the group: each subsidiary chooses its teams, its
management, the strategy and product. These subjects
are too tied to the sales and marketing strategy to be cen-
tralized.
• the middle: the technological building blocks, and eve-
rything that gives access to services that can be homolo-
gized and shared (like the subsidiary APIs who can serve
the LCL as much as the regional banks). The CIO’s mis-
sion is to unify them. We have an information systems
company project thanks to which we will have the same
base and traction than LCL.
• at the base: we have an undergoing project under study to
close the gap between infrastructures at the group level to
benefit from the company’s scaling up and also to partake
in the “as a service” trend.
The CIO has a hierarchical and managerial responsibility
‘at the base’. For the rest (the emerging pea and middle of
the iceberg), I directly pilot the front part with the regional
banks.
Interview

145
Reinforce the security
of our systems
Optimize the networks Acquire new skills
47%
24%
52%
10%
27%
46%
13%
14%14%
35%
7%
11%
A priority
Absolute priority
Not yet a priority
NSP
Migrate a maximum
of applications in the cloud
Reduce the IT budget Integrate legacy IT systems
11%
10%
38%
30%
10%
34%
20%
36%
Use more effectively
Open Source
7%
34%
35%
24%
Optimize IT Shadow
2%
23%
27%
48%
22%
37%
35%
17%
For what concerns the digital infrastructure and architecture transformation, what level of importance do you place
on the following objectives?
Objectives described as a majority a priority
Priorities less often mentioned

146
We see ourselves then emerged in models of disruption
in certain companies, in accordance with the growing
need of linking IT to digital. “This allows IT to be eve-
rywhere”, observes François Loviton, Retail Director at
Google France, “and in particular with the head of mar-
keting!”
TDF or SFR, a part of the telecoms industry, reduced
the distinction between their departments last month.
“There is no clear separation between information sys-
tems and digital”, assures Djilali Kies, TDF’s CIO, whose
information systems management processes integrate
directly new challenges brought on by digital. At SFR,
management first put in place a dedicated governing
body, but decided with time to reintegrate autonomous
Digital IT and Legacy IT teams. “It was for us the best
wail to create agility within IT without disrupting the
quality”, says Sébastien Lery, Director of Marketing at
SFR, who has directly witnessed the loss of agility within
his digital teams as a consequence of this evolution, but
in return a gain in robustness.
THE NEW ROLE OF CIO
The simplification of processes and the challenges of
agility affect CIO just as much as the rest of the com-
pany, and contribute to making the information systems
a business generator: “Information systems are today at
the heart of business challenges: information systems
must not be a roadblock to new product launches. By this
I observe an important evolution in CIO’s role in the next
few years. We have evolved from a CIO who managed
information systems to a CIO who operates, today, media
platforms that can at once do VOD, Replay or even fur-
ther Telecoms”, says Djilali Kies, the CIO of TDF, who
is already aiming at the next step, when the CIO will
become a true digital logistician and who will add value
by creating innovative user experience.
Security, network and skill objective
Digital causes shifts in information systems:
• System security is the number one priority
amongst CIOs (a priority subject for 82%
of respondents)
• Network optimization is an equally primary
priority (76%)
• 73% deem the acquisition of new skill a priority
• Preoccupation for open source remains
marginal (35% of CIOs don’t consider it “yet”
a priority)
• Rare are the CIOs who are ready to facilitate
and structure shadow IT (only 2% regard
it as an “absolute priority”)
« We are increasingly
opening our
information systems
to the outside »
Fabien Le Pen,
Director of Strategy and Sales
Innovation at Bouygues Real Estate

147
Norbert Faure
Platinion Managing Director
The technical aspect of digital was circumferen-
tial at first, based on transactional internet we-
bsites. Today, the whole information system has
to be at the service of the digital transformation.
This means to be in a position able to benefit
from the new technologies (Blockchain, IoT, aug-
mented reality, artificial intelligence) but also to
render possible new business models by sharing
data and exposing the company’s services in col-
laboration with external third parties. Agility and
solution time saving is at the heart of a new me-
thod of “software” fabrication.
To succeed this mutation, the functions of IT, re-
search and production, are operating on 12 to 18
month short cycles, with a few days between each
new software version, the business lines have
more responsibility and a hand in the service
choices. The companies are transforming and de-
veloping their capacity to create “software”, the
only guaranty for protecting their actual CA and
future margin.

Expert Opinion BCG
« Next-gen IT »
The new IT generation is caught in the crossfire,
forced to reconcile the challenge of run and
change; this involves the urbanization of
the existing information systems, mastering
the new language of big data, and to develop
new directive cross-functional project skills
with digital or the business lines.
« The transformation
will not resolve itself
by recruiting talents
exiting top tiered
schools, or by recruiting
talent from Google »
Romain Liberge,
Chief Digital Officer at MAIF

148
Alexandre Aractingi
Next-gen IT architectures DevOps
The digital transformation continues to operate
across all company levels and the under-lying tech-
nology must adapt to contribute.
The IT architectures are evolving to adopt models
that are data focused, allowing all of the systems to
access the information that in traditional systems
was previously stored in silos. The logical business
lines are thought of as micro-services, whose mo-
dularity and reusability allow for new applications
to be built in a reactive manner. Finally traditional
systems (legacy) are opening up to allow access to
their core services, permitting benefit from the ro-
bust system all while conserving the agility of the
services built externally.
The evolutions allow for more agility in tomorrow’s
applications and the logic of micro-services allow
for a simplified integration of heritage: the methods
and DevOps benefit from these evolutions to allow
the continuous integration and simplified produc-
tion. Today these techniques have permitted the
most advanced players to reduce deployment de-
lays by 90% for compatible applications.

Expert Opinion BCG The objective of one-speed IT
• agility and proximity to business lines and
priority projects (for 71% of CIOs)
• two-speed IT is considered as a intermediary
step rather than a finality
• the complete outsourcing of IT is a negligible
trend
71%
24%
8%
2%
Have a
one-speed
that is closer
to the business
lines and agility
NSP Have an IT
entirely outsourced
Have a
two-speed IT
(a difference
between the back
and front systems)
For what concerns organizational transformation and IT
governance what are your main objectives today?

149
« The real revolution
today is our access
to technology.
It allows us to function
in an agile mode at
an incomparable
scale of what we could
accomplish 3 or
4 years ago. We should
let it be known. »
Jean-Christophe Laissy,
CIO SVP IT, Global CIO, Veolia
Veolia
Jean-Christophe Laissy
CIO SVP IT, Global CIO, Veolia
« There are no longer any technological roadblocks
facing a CIO »
The CIO must succeed in giving confidence to the business
linesandthecompany.Previouslyitwasadirectionalscape-
goat ambassador, often with reason, who never produced a
useful tool after months of energy spent on projects. This
shortcoming was especially visible as the CIO sits at the
end of the business line, but the technicians are not any less
intelligent than the others: they understand perfectly if we
explain the business line needs.
The real revolution today is our access to technology. It
allows us to function in an agile mode at an incomparable
scale of what we could accomplish 3 or 4 years ago. We
should let it be known. When we had to wait 3 to 6 months
before writing the first line of code only a few years ago,
(the time spent on purchases, of validating supplier proce-
dures, to set up the data center, etc.), today we can be opera-
tional in 2 seconds. The time of a click, we have access to a
secure development server, configured and ready. We have
the power of calculation and a volume of unlimited stock:
there is no longer any roadblock facing CIO!
But our partners need to have confidence in our capacity
to deliver: after all, we are the company’s technological ex-
perts. It cannot be anyone else and especially not the bu-
siness lines, who need to express their needs rather than
propose solutions.

Interview

150
Bertrand Eteneau
Associate Director
The digital CIO
The CIO finds himself or herself today in an un-
comfortable and torn position, faced with a contra-
dictory injunction.
On one hand, its teams have to maintain existing
applications and services.
On the other hand, the business lines and general
direction speak of digital transformation, 4.0 In-
dustry, agility, Internet, Uber BlaBlaCar, time-to-
market, Apps and Smartphone.
What is then their priority? How to not get lost in
the present? How to answer to the new paradigm
without neglecting the foundation? How to be an
agent of transformation and give direction in order
to not be surpassed and thus replaced?
By considering the evolutions and new services, we
realize that they complement more often than re-
place existing services. To be long term and stable,
the services must be built on a solid foundation to
support the company’s new digital services.
The role of the CIO is to reassure a daily, reliable
and optimized operational service, and to build the
foundations for new services.
The CIO’s challenges are to manage two depart-
ments equally and at the same level of quality,
even if they don’t evolve at the same speed, with
different time-to-markets, and security needs and
creating strong values.
In this context, the CIO has to offer new challenges
and career evolution to its teams, but not to hesitate
in hiring new blood to introduce new skills. He or
she also has to develop an ecosystem of strategic
partnerswithwhomtheycanbuildqualityservices.
The digital CIO is thus the one who will know how
to direct the digital transformation of his or her
company and its teams.

Expert Opinion BCG

151
Timothy Mandefield
The digital transformation’s age of reason
• the digital revolution continues its exceptional
progression wining over all sectors and activities.
The innovations of the 4.0 industry for example
contribute to attracting classic manufacturing
systems to a new era.
• beyond a few emblematic examples, disruption re-
mains rather rare. We mostly witness an increased
competitive intensity with established players
who organize – often efficiently – the answer.
In this context, large groups are no longer at the
stage of experimentation but answer with ambi-
tion, structured around four axes:
• the updating of business strategies, by redefi-
ning the competitive nature and advantage of the
digital context. This can be for example, the pri-
vileged access of data for groups holding a large
mature base.
• the forced digitalization of core operations to re-
main competitive. The association of robotics and
artificial intelligence, which seems promising for
processing activities for example (banking, sup-
porting functions, etc.)
• the systematic exploration of new growth oppor-
tunities – by rigorously managing a portfolio of
initiatives following a venture capital logic.
• the deep transformation of the company and its
methods of functioning (especially with the de-
ployment of to scale agile methods), the stren-
gthening of data and analytical skill, the use of
new technological solutions and the incorpora-
tion of new information systems architecture,
and finally, the structure of a partner ecosystem.

Expert Opinion BCG

T
he study undertaken during the first semester
of 2017 revealed that companies now know what
to do in order to have a successful transition
and adopt an industrialized digital mode of function. Wi-
thout surprise, those who have been committed for over
4 to 5 years have a real head start in understanding the
challenges of digital, by developing an organization that
is customer focused and profoundly data-driven.
The general alignment of our panel’s priorities is the best
example being: customer experience, data valorization
and open innovation, all systematically coming up as a
focus for the companies interviewed in the next coming
months. A majority of the executives we met have noticed
a paradigm change: they have to justify at the launch of
a project why it is not digital, and no longer the reverse.
All being said, the late start for some is not an unsur-
mountable set back. First because there is there no star-
ting or finishing point in the digital transformation. The
ongoing revolution requires above all else a company to
have a support structure for continuous transformation.
The primary challenge is constant adaptability and agi-
lity, because customers, the ecosystem and competition
evolve at an amazing speed.
The least ‘mature’ managing direction and company
teams learn quickly,especially from their peers. Sharing
and receiving experience feedbackfrom those who have
already started the path to permanent digital transfor-
mation proliferates the culture: any project launched and
correctly industrialized gives quick concrete results,
providing the highest hopes.
Nonetheless you have to act fast: the new platforms have
arrived and they are accelerating digital industrializa-
tion thanks to machine learning, to cognitive and aug-
mented intelligence, without forgetting Blockchain.
At this stage, still preparatory, it is in any case the bet
that seems to be taken by the majority of our partici-
pants, who prioritize innovation and project teams, all
awhile reinforcing their foundation of already existing
digital skills.

Glossary
155
G360 ° Customer Vision
To perfectly master its customer relationship, it is neces-
sary to make an inventory of all the points of contact
between the company and its customers, in a comprehen-
sive and timely matter. The 360 customer vision is there-
fore this observation, that is to say an understanding of
the client across all communication channels
A/B Testing
A procedure used in web marketing that measures the
impact of the change of a version variable on the achieve-
ment of an objective (click, validate, auto-fill, etc.)
Acculturation
The process of social adaptation of an individual to a
culture or to a sub-culture that was not his original, cha-
racterized by the progressive learning of its constitutive
elements.
Agile (Methods)
Agile methods are practices of piloting and project crea-
tion that rely on an iterative, incremental and adaptive
approach.
Algorithm
A set of operating rules whose application allows solving
a problem by means of a number or operations. An algo-
rithm can be translated, thanks to a programming lan-
guage into an executable computer program.
API
Acronyms for Applications Programming Interface. An
API is a programming interface that allows to plug in
to an application to exchange data. An API is called open
when the owner of the program makes it publicly avai-
lable. The APIs are used in different areas of digital mar-
keting.
Asset-light model
Economic models that make little use of immobilized
assets.
B2B (or BtoB or Business to Business)
Designates all the activities of a company servicing other
businesses.
B2C (or BtoC or Business to Consumer)
Designates all the activities of a company servicing
consumer clientele or individuals.
B2B2C (or BtoBtoC or Business to Business
to Consumer)
Refers to all the activities of a company that market to
corporate customers who then market the company to the
general public.
Back office
All the company activities of support, control, adminis-
tration. These tasks are done without client or visitor
contact, the opposite of the front office.

Glossary
156
Bad Buzz
A word-of-mouth web phenomenon in which a message
that is particularly negative is conveyed.
Big Data
A data management concept that integrates the capture,
research, sharing, storage, analysis and presentation of
data.
Bitcoin
The bitcoin is both electronic money and a secure and
anonymous payment system between individuals. Its
infrastructure is decentralized onto Blockchain.
Blockchain
A huge virtual registry for all transactions carried out by
users. The Blockchain is not governed by men but by pro-
tocol techniques.
Brand centric
Brand focused (in opposition to customer centric: cente-
red on the customer or consumer centric: centered on the
consumer).
Business Model
The functioning model of a company, how it operates and
creates value to ensure its sustainability.
Chatbot
A software robot capable of interacting with an indivi-
dual or consumer through a messaging service hosted on
a website or on social networks.
CIGREF Club Informatique des Grandes
French Enterprises
The club was founded in 1970 and now counts more than
140 companies and organizations in France and across all
sectors of activity as members.
Click collect (or e-reservation)
Cross Channel (or omnichannel) strategy that combines
virtual reality and reality by allowing a product to be
ordered online and picked up in-store.
Client experience
Refers to the set of emotions and feelings felt by a cus-
tomer before, during and after the purchase of a product
or service. This is the result of all the interactions that a
customer can have with the brand or business.
Cognitive (system)
Cognitive systems are complex systems of informa-
tion processing, capable of acquiring, and transferring
knowledge. Cognitive Sciences evoke phenomena such
as perception, intelligence, calculation, language, reaso-
ning and consciousness. It incorporates many branches
of science and engineering: linguistics, anthropology,
psychology, neurosciences, philosophy and artificial
intelligence.

Glossary
157
Collaborative economics
(or a sharing economy)
Includes various forms of collaborative consumption, col-
laborative lifestyles, collaborative funding, contributory
production and free culture.
Comex
Executive Committee
Conduct of Change
Driving change, conduct of change, is about anticipating
change-related risks, and then to define and implement
an approach in the most optimal conditions.
Content aggregator
A tool for reading and storing information from different
streams (also called content cursor).
Core IT
See Back Office.
Customer engagement
Engagement is built on the basis of successful client
experience through various points of interaction between
the consumer and the company.
CPG (Consumer Packaged Goods)
Consumer goods, including food, clothing, tobacco, clea-
ning products, products with a high turnover.
CRM (Customer Relationship Management)
Devices or operations of marketing or support activities
aimed at optimizing the quality of customer relations,
customer loyalty and maximizing revenue or margin per
customer.
Cross channel (omnichannel)
A concept that describes communicating and distribu-
ting its products and services in a coordinated manner
through different channels (often online sales and physi-
cal network).
Cross selling
Proposing to the customer of a given product other com-
plementary products.
Crowdsourcing
Consists of using creativity, intelligence and knowledge
to make a large number of Internet users, at a low cost,
carry out tasks traditionally assumed by an employer or
entrepreneur such as the creation of a new product.
Customer centric
Taking into consideration the impact of each and every
decision on its customers.
Data crunching
Data crunching involves extrapolating data from disor-
dered statistics, to generate clean ordered elements to
form relevant content by drawing a target of prospects
and their needs, and then adapting the offer to requests.

Glossary
158
Data-Driven company
An organization whose economic model is based on the
knowledge and analysis of its customers' data and its eco-
system.
Data lake
A data lake is a repository that stores a large amount of
raw data in their native format until they are exploited.
Data Management Platform (DMP)
Allow access to the profile data of anonymous Internet
users to improve targeting of online advertising for the
advertiser.
Dematerialization
Dematerialization corresponds to all techniques which
suppress the use of paper media in favor of a digital for-
mat.
DevOps
DevOps is a movement aimed at aligning the IT teams,
consisting of unifying the Dev or development
engineers responsible for evolving the information sys-
tem and ops or operations engineers responsible for
exploiting existing applications within the same team. In
particular, Devops facilitates the development and pro-
duction of new features and applications while making it
operational.
Disintermediation
An economic and commercial phenomenon which reduces
or eliminates intermediaries in a distribution channel.
Disruption (or creative destruction)
Process of radical change in economic activities and
industrial activities of an organization or a new business
model.
EOM
Subject mastery.
ERP (Enterprise Resource Planning)
The purpose of an ERP is to homogenize the company
Information System with a tool which is capable of cove-
ring a large management perimeter (Purchasing, sales,
accounting, management control, Production manage-
ment, inventory management, etc.).
Fintech
Combines the terms finance and technology and
describes an innovative startup that uses technology to
rethinking financial and banking services.
Freemium (freemium model)
Is an economic model that proposes a product or, more
often, a service that is free to attract a large number of
users? The users are then converted to clients to offer a
more advanced version of the service that it is paying or
for paying for complementary services.
Front office
Represents all actions, functions or tasks related to the
sale that come in contact with the customer.

Glossary
159
GAFA
The acronym stands for Google, Amazon, Facebook and
Apple. The four major world digital companies.
Geolocation
Technique for determining the geographical location of a
place or, at any particular time, of a person, a vehicle, an
object, etc.
Hackathon
Composed of hack and marathon, it is an event where
developers come together to do programming and colla-
borative computing over several days.
HMI
Acronym used to describe the human/ machines, all the
means used by the man to communicate with a computer
system.
Incremental (development or method)
Incremental development consists in carrying out suc-
cessful functional elements that can be used, rather than
technical components.
Incubator
A business incubator is a structure that allows startups,
sometimes still in the process of being created, to take
their first steps, accompanying them with support logis-
tics and/or advice.
Iterative (development or method)
Iterative development involves dividing a project into a
number of cycles, or iterations, during which the same
activities are to be repeated.
Internet of Things (IoT) and Internet
of Objects (connected objects)
Represents the extension of the Internet to connected
objects and places of the physical world, considered as
the 3rd Internet revolution, baptized Web 3.0.
Kanban method
Defines a simple, visual and easily understandable
method, based on the principle of just- on time. These
are downstream directions in accordance with its needs,
which regulate the production of an upstream position.
Lean Management
All practices aimed at reducing or eliminating all unprofi-
table activities of a company. The Lean (Management) is a
systematic approach to design and process improvement
by focusing on customer satisfaction and an ideal state
(Definition by Christian Hoffmann in Lean Management).
Legacy
A legacy system is a hardware and/or software conti-
nuing to be used in an organization (company or adminis-
tration), whereas it is surpassed by a more modern ver-
sion. The obsolescence of these systems and their critical
function make it difficult to replace them without under-
going costly and risky projects.

Glossary
160
Long Tail
Is a phenomenon first observed on the merchant sites
proposing a large number of references, it reflects the fact
that a large part of revenue can be generated from a very
large number of references sold each in small quantities.
Low cost
Economic concept and marketing based on the practice of
pricing lower than the market average.
Marketplace
A software platform whose objective is to bridge a rela-
tionship between sellers and buyers, individuals or pro-
fessionals.
Mobile First
A new way to think about site design with the aim of
making the user experience accessible regardless of
the medium used to access the Internet, and especially
smartphones.
MOA
Project management.
MOOC (Massive Open Online Course)
Online training open to all.
Multichannel
Taking into account a multitude of sales channels, with a
multitude of tools. All contact and sales channels between
the company and its customers are used and mobilized.
Open data
Online publication of digital data according to a series of
10 criteria guaranteeing their free access and their reuse
by all.
Open innovation
The process by which a company is able to make a request
for ideas and expertise outside of one's own structure. It
also allows a company or organization to make its ideas
or patents more profitable outside its own market by offe-
ring them to other companies or institutions.
Pay as you drive
This is a type of automobile insurance that prices insu-
rance according to the actual use of the vehicle, based on
a geolocation software, a GPS connected to an embedded
mobile phone in the car of the voluntary insured. The
insurer collects then the information related to dates,
traffic schedules and the movement of the vehicle. The
tariff is based on the usage of each customer.
Paywall
This feature allows a publisher to block access to a part of
its editorial content for non-subscribed readers. In most
paywall devices, the reader is granted the right to access
a certain number of articles before being confronted with
the paywall.
Peer to Peer (describes modes of financing,
payment or sharing of files)
A system for exchanging files between Internet users that
does not pass through a central server of storage or pro-
cessing.

Glossary
161
Plug Play
A system for devices to be recognized quickly and auto-
matically when connected to equipment, and without
having to restart the computer.
PoC (Proof of Concept)
Refers to having more or less tangible elements ensu-
ring that the new concept of product or service is not a
mere reflection. The PoC aims to limit the risk of finan-
cial losses related to new developments in products or
services (direct development and production costs, lost
time, etc.).
Predictive analysis
Predictive analysis is defined as the analysis of data, the
historical and current information available on a client in
order to create predictions about their behaviors, prefe-
rences and future needs.
Prescriptive analysis
The prescriptive analysis makes it possible to synthesize
internal and external data sets to predict and suggest
decision scenarios in order to respond to predictions.
Programming (Platform) -Called full stack
Technical solution for management and monetization of
advertising spaces that combines traffic management
and marketing procedures in Real Time, Bidding (RTB)
and the traditional or historical modes of sales (direct
sales, special operations, etc.).
Pure player
Refers to an actor engaged in business only on the Inter-
net. The pure players and the click and mortar that
carry out hybrid activities.
Quadruple Play
Offer in the telecom sector in which an operator offers its
subscribers 4 services: Internet access, a landline, a cell
phone and television.
Real time
A real-time system is capable of controlling (or piloting)
a physical process at a speed adapted to the evolution of
the controlled process.
Responsive design
It is a way of designing a web site so that its content auto-
matically adjusts to the screen resolution of the terminal
that is used to view it. Also called an adaptive site.
Scalability
Scalability is the ability of a company to adapt its business
model and business plan to a strong increase in its volume
of activity. In concrete terms, it is the ability to grow from
the size of a small startup to that of a multinational. Sca-
lability is the capability to absorb the growth shock that
can be extreme as some startups know.

Glossary
162
Scrum Method
The best-known agile method, allowing for the reactive,
incremental and iterative management of different com-
pany projects. The projects are divided into several short
working cycles named sprints.
SEO (Search Engine Optimization)
Defines the art of positioning a site, web page or applica-
tion in the first natural results of search engine.
Shadow IT
Shadow IT designates information systems and and
implement them within organizations without approba-
tion, or complete knowledge, of the information systems.
Social Listening
Refers to the listening activity (of a company or a brand)
on the opinions produced by web users who are present
on social media (micro-blogging, forums, digital social
networks, etc.).
Sprints
See Scrum Method.
Startup
A startup is an enterprise in the initial phase of develop-
ment of a service, technology, product or an economic
model, often innovative, with the aim of generating rapid
and profitable growth in the short or medium term.
Streaming
Principle used primarily for sending content in direct
(or in a slight delay). Used extensively on the Internet, it
allows for the playback of an audio stream or video as it
is broadcast.
Team Building
The concept of team building was born at the beginning
of the 1980s. The main objective is to strengthen the ties
between the members of a team.
Test Learn
Implementation of projects supporting the overall pro-
ject, to measure their effectiveness in assessing the rele-
vance of the project. Each feedback establishes a steady
and relatively short rate that helps to correct weak points
and to determine the actions to be taken to optimize the
site. This is an approach to working that aims at impro-
ving the capability.
Time-to-Market
Time-to-market is the average time elapsed between the
generation of an idea and its introduction to the market.
It measures the capacity of the company to implement
innovations.
Tracking
Internet tracking consists of observing the reactions and
of an Internet user and to understand the effect of adverti-
sing on his or her attitude and behavior (for example, beha-
vior can be observed on a website or within a mobile app).

Glossary
163
Triple Play
Offer in the telecom sector in which an operator offers its
subscribers 3 services: internet access, landline and tele-
vision.
Unicorn
In the field of startups and the digital economy, a unicorn
is a startup reaching a valorization of at least $1 billion.
Upselling
The upselling or upscaling is a practice that offers a pro-
duct or service that is of slightly better quality and more
expensive than the competition. Upselling is often prac-
ticed when the new product offers the possibility for a
higher margin.
UX Design
An approach to design and conception of a user interface
that ensures that the user experience is the best possible.
Value chain
Precise study of the company's activities in order to
highlight its key activities, those that impact cost or qua-
lity and provide a competitive advantage.
VoD (Video on Demand)
It allows the user to access video content on demand. The
VoD requires an Internet connection to access a video
library stored on a remote server.
Sources: Wikipedia, Definitions-Marketing.com

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Contributors
CON-
TRIBU-
TORS
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Contributors
Romain Roulleau
AccorHotels
Director of E-Commerce and Digital Services

Romain Roulleau is the E-Commerce and Digital Services Director of the AccorHotels group in charge
of online sales and digital development for the group. His responsibility covers the AccorHotels Group
brands on Accorhotels.com and the brands 13 websites, everything available in 18 languages and across
32 markets for an online revenue surpassing 2 billion Euros. He is also in charge of developing the mobile
application for AccorHotels, the central point of strategy and a true support for customers. Romain is 44
years old and graduated from EBS (European Business School) in 1994. He is also a member of the CTT
(Tourism and Technology Club), an association that groups the tourism executives in France. Romain
started his career in the sales at a distance at Raja, the leader of company packaging. He launched their
internet activities in 2001 with the first European e-commerce platforms. In 2006, he joined SNCF as
the E-commerce and Marketing Director of Raileurope, a subsidiary of distribution in Europe, then
as European Director for voyages-sncf.com where he increased sales outside of France from 0 to 50
million Euros in 2 years. In October 2008, he joined the Accor Group to head online sales and develop
the group’s online business; he succeeded in growing the online revenue share from 12% to 16% of total
revenue. In 2001 he became President of the Travelhorizon/Skihorizion group, the leader for ski on
the internet, before the group was bought by the Dutch tour operating Sundio. He then joined Voyage
Prive as a member of Comex and Managing Director of the media subsidiary L’Officiel des Voyages.
In 2013 Romain joined Accor Group again to head the all of the group’s digital and e-commerce, in an
environment where reservations are now in majority done online, digital is a strategy for Accor Group.
Since June 2015, he has transformed AccorHotels.com into a true marketplace integrating on top of
Accor hotels a selection of independent hotels.
C

166
Contributors
Christophe Verley
ADEO

Christophe is the Chief Digital Officer at ADEO (Leroy Merlin, Weldom, Aki, Bricoman, Zodio, etc.).
Trained as an engineer, he worked at Générale des Eaux, Arthur Andersen, and Autodistribution. He
also consulted for companies like Cdiscount, Seloger, BNP, Nexans, Total, and la Compagnie des Alpes.
Emmanuelle Saudeau Turlotte
AG2R La Mondiale
Member of the Executive Committee, Head of Digital, Marketing Communication

An Essec Graduate, Emmanuelle Saudeau Turlotte started her career at Nestle and continued at
Capgemini Consulting working on online activities for large companies like Air France, Renault,
Société Générale and others. She joined Orange in 2006 as an International Product Director for
companies and then for public cell phones. In 2012 Emmanuelle became the Director of Strategy and
Customer Experience for voyages-sncf.com, first e-commerce in France, in charge of its international
development, digital marketing and design. Following, she was the Director of Strategy and Marketing
for the Digital and Communications division of SNCF, then Director of the Digital Group. Since 2017 she
has joined AG2R La Mondiale as member of the Executive Committee, and Head of Digital, Marketing,
Communications and Client Relations.
Air France KLM
Associate Managing Director of Information Systems

Jean-Christophe Lalanne, telecommunications engineer started his career in 1984 at Alcatel where
he participated in several RD projects at the European level. In 1987 he joined SEMA GROUP where
he created and developed the “Architecture and Information Systems Technologies” department. He
completed a number of consulting and missions in architecture before taking the position as Technical
Head of Integration Projects. In 1995, he joined the consulting division of Ernst Young where he
became a Senior Partner in charge of Strategy and Information Systems Architecture. He collaborated
with the group’s network of architects, he directed in France and internationally strategic SI missions,
piloting, managing and directing architectural expertise. In 2000, when Ernst Young’s Technology
consulting division was acquired by Capgemini, Jean-Christophe Lalanne directed the “Architecture

167
Contributors
and Technologies Consulting” division, he then took under his lead a branch responsible for systems
integration before becoming CTO France for Capgemini. In 2004, he joined Air France KLM to direct the
change and convergence of the SI and merging of organizations. He occupied the Associate DSI position
and SVP of the Group’s CIO Office, before becoming Associate Managing Director and DSI of the Air
France and KLM Group in October 2012. Jean-Christophe Lalanne consults for a number of training
institutions and has animated for more than 10 years the training “Director of Information Systems
Schema” for Capgemini Institute. He has invested in the “Company Architecture” domain via CIGREF
and CEISAR (Center for Excellence in the field of Company Architecture). Since October 2013, he is the
administrator of CIGREF.
Tomasz Motyl
Alior Bank S.A.
Chief Innovation Officer

Tomasz Motyl founded and heads the operations of the innovation Alior Bank Lab, a team dedicated
to collaborating with Fintechs. He searches for new economic models and defines the RD direction,
searching for innovative solutions. He has been with Alior Bank since the very beginning of his career.
He initially worked on the development of applicative architecture. His missions were for Alior Sync,
T-Mobile Banking and Big data. In 2016, he was distinguished as the “Tech Leader of the Year” during
the 17th edition of the Banking Technology Awards in London.
Virginie Fauvel
Allianz France
Director of Unity, Digital and Market Management, Member of the Executive Committee

Virginie Fauvel is an engineer from Mines de Nancy. She started her career in 1997 at Cetelem, as a
Score Risk manager and then as CRM Director before become Director of Global Internet Strategy in
2004, then Director of the E-business unit France in 2006. She then integrated the online bank of France
BNP Paribas in 2009 to direct and develop the online bank before becoming head of online banking for
Europe in 2012. She launched in mid-2013 Hello Bank!, the first European bank that is 100% mobile. She
joined Allianz France in July 2013 as a member of the executive committee, as well, as head of Digital
and Market Management. In 2013 she was nominated Member of the National Digital Council, then
in 2014, President of the AFA Digital Commission, in 2015 member of the Europcar Administration
Advisory.

168
Contributors
Ouahcene Ourahmoune
Alstom
Innovation and Business Development Director - UK Ireland

As Head of Infrastructure System Operations at Alstom UK, Ouahcene Ourahmoune successfully
initiated two major infrastructure projects in the UK: one for Crossrail to London, the other for Network
Rail (National Electrification Program). After 15 years of projects in the Telecom and IT industries
in various European countries, Ouahcene integrated Alstom as a Project Manager in France before
taking global responsibility for the business development of the Infrastructure Division. He then joined
Alstom UK. Ouahcene is now Head of Innovation for Alstom UK with a particular focus on Intelligent
Mobility, energy efficiency and open innovation. Ouahcene holds a Master's Degree in Engineering and
an MBA from ESCP Europe.
Caroline Gaye
American Express Carte France (Groupe American Express)
Managing Director of American Express France

Caroline Gaye has been Managing Director of American Express France since 2015. Caroline Gaye has
held the position of Vice President since 2008, responsible for the Personal Cards division, where she
was responsible for the strategy of individual proprietary cards as well as cards co-branded Air France
KLM. In 2012, Caroline Gaye’s role expanded with the management of the entity of cards for the TPE/
SME with the range of Business cards. Caroline Gaye joined American Express Cards in September 2000
as Manager, first for the product co-branded Accor, then for the Air France KLM - American Express
card. In 2005, she was appointed Director of Acquisitions within this same entity and in 2008, Vice
President of Marketing Acquisitions. Caroline Gaye began her international career before joining the
American Express Group. She worked for the Sopexa group, first in Dublin as a product manager (1994 -
1997) and then in London, as group leader (1997 - 2000). Caroline Gaye is a graduate of Paris Dauphine
University (Mathematics and Economics) and EDHEC. She participates actively in the Women's Forum
and contributes to the establishment of a mixed professional network within American Express France
(WIN) to support employees in their careers and well-being within the company.

169
Contributors
Mladen Pejkovic
Atlantic Grupa
Senior Executive Director for ICT, Business Development and Corporate Strategy

Mladen Pejkovic has been Senior Executive Vice President Telecom Utilities of Atlantic Grupa since
2015, a leading consumer goods company in Croatia, with offices in more than 40 countries around the
world. Previously, he held the position of Technical Director in various Telecom Companies in Eastern
Europe: Velcom and Privet between 2013 and 2014 and Telekom Austria Group between 2014 and 2015.
He began his career at VIPnetd.o.o., the market leader in Croatia Telecoms.
Olivier Girard
Auchan
Director of Data Valorization

Olivier Girard, 41, is Director of Customer and Data Marketing for Auchan Retail International, and
Director of Auchan Retail Data, the structure dedicated to the valuation of data of the group. With a
career mainly in the world of Digital and Innovation, Olivier Girard, a graduate of the École des Ponts
et Chaussées, began his career at LVMH in New York before in 2002 he joined Egg online bank for its
launch in France. He joined Oney Banque Accord from 2005, where he took over the management of
online banking ONEY to transform his model to BtoBtoC for e-commerce. He was appointed Director of
Innovation and Organization of the Banque Accord in 2009. In 2012, he joined Groupe April as Director
of Marketing and Innovation, before returning to the Auchan Group in 2014 to oversee Data.

170
Contributors
Frédéric Tardy
Axa Asia
Group Marketing and Distribution Director

Frédéric Tardy is a member of the Executive Committee of AXA Asia. He was previously General
Director of the US BNP Paribas Workshop, the subsidiary of BNP Paribas based in Silicon Valley and
dedicated to technology and innovation watch, where he was responsible for supporting the online
strategy of BNP Paribas business units and strategic partners in North America, Latin America and
Europe. From 2009 to 2010, Frédéric was Global Head of BNP Paribas E-Business and Personal Finance,
in charge of the Internet and mobile strategy of 30 countries. At this title, Frédéric has developed global
partnerships with Internet leaders. He has previously been in charge of e-Business for France (2004-
2006) before being appointed Sales Marketing Director of BNP Paribas Personal Finance in Spain
(2007-2009). Frédéric Tardy began his career in 1993 by occupying various positions within Cetelem
and its subsidiaries. Frédéric Tardy was also Head of Operations at Halifax Bank of Scotland Cetelem
UK.
Amélie Oudéa-Castera
Axa France
DGA AXA Individuals/Professionals – Digital, Brand Partnerships Director –
Member of the Executive Committee

Since July 2016, Amélie Oudéa-Castera is Chief Marketing Digital Officer of AXA Group, responsible
for digital, partnerships, the brand, the media and the customer experience. Amélie was formerly DGA
AXA Individuals/Professional Digital, Brand and Partnerships Director. Amélie initially joined AXA
as Executive Assistant to the Associate Managing Director (2008-2009) before becoming Manager of
Group Strategy (2009-2010). Previously, she was an advisor and a consultant to the Court of Auditors,
where she specialized in Finance and Budget (2004-2008). Before beginning her academic career,
Amélie was one of the best junior tennis players (1992-1996). She subsequently graduated from Sciences
Po Paris and Essec, and then integrated ENA (2002-2004). She also earned a master's degree in law from
the Sorbonne. Amélie is now an administrator of Plastic Omnium since January 2014.

171
Contributors
Frédéric Mazzella
BlaBlaCar
Founding President

Frédéric initiated and led the entrepreneurial adventure of BlaBlaCar, from idea conception to the
creation of the world's first long distance carpool community. Passionate about solutions with a strong
social impact, Frédéric focuses today on strategy, vision and the development of BlaBlaCar. He regularly
speaks on subjects such as entrepreneurship (# ReviensLéon, The Galion Project, etc.), building trust in
communities, global marketplaces or the future’s mobility. Frédéric graduated with a Master’s in Physics
from the Ecole Normale Supérieure (ENS Ulm), he also has a Master's Degree in Computer Science from
Stanford University (USA) and an MBA from INSEAD. Before founding BlaBlaCar, he was a researcher
for NASA in the US and NTT in Japan. Frédéric is also a pianist and a great music enthusiast.
Denis Kraus
BNP Paribas Personal Finance
Head of Digital

Since August 2015, Denis Kraus is Global Head of Digital Business at BNP Paribas Personal Finance.
Prior to joining the BNP Paribas Group he was in charge of e-commerce and transformation of the
Beaumanoir Group and a member of the executive committee, from 2012 to 2015. From 2007 to 2012, he
successfully developed the loyalty program for the e-commerce channel and multichannel. He started
his career in 1997 with the L'Oréal group; as part of the Global Strategic Business Development division,
he has led various innovative initiatives in the fields of digital marketing, CRM, analytics and e-business
for most of the group’s brands, covering various regions of the world including the United States and
China. Denis Kraus is a graduate of HEC and also has a Master of Science in Telecommunications.

172
Contributors
Fabien Le Pen
Bouygues Immobilier
Director of Strategy and Commercial Innovation

As a graduate of Sciences Com/Audencia, Fabien Le Pen began his career in journalism as part of
the sports editorial team at Vannes de Ouest-France between 1995 and 2000. In 2001, he joined the
Communications division of the Canal + Group, then Bouygues Immobilier in 2002 as a communication’s
manager to create the Internal Communication Service of the real estate developer. He was the Director
of Internal Communication between 2005 and 2013 and he was also responsible for the Commercial
Communication in 2009/2010. In 2014, he was appointed Director of Sales and Internal Sales Activities
with three areas under his responsibility: the call center, digital management and sales promotion.
Today he is in charge of strategy and Commercial Innovation as part of the Managing Director for
Housing France, responsible for the deployment of a new boutique concept, Commercial CRM, amongst
others.
Thierry Lernon
BUT International
General Director E-commerce, CRM Cross-channel

Since February 2014, Thierry Lernon is General Director of E-commerce, CRM and Cross-channel
stores for BUT International. Thierry Lernon was DG of Virginmega.fr digital, a brand of Virgin, 2011.
His has a variety of experience with e-merchants: Made in design as Director Business Development
(2010-2011) and La Redoute as E-commerce Director (2006-2010) in France, and before Vice President,
e-Commerce Marketing - Brylane CRM in the United States (2005-2006) and Senior Vice President
Web Marketing of Redcats Nordics in Sweden (2000-2004). After graduating from Sciences-Po
Bordeaux and with a DESS Finance Tax from Paris I- Panthéon Sorbonne, he was a Senior Controller
in charge of Redoute International at La Redoute from 1997 to 2000.

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Contributors
Bernard Cottin
Caisse des Dépôts
Director of Digital Transformation

Bernard Cottin has been Director of Digital Transformation since February 2016 for the Department of
Pensions to which he has contributed his expertise since 2014. Expertise he draws from his experiences
as a business head and CEO (from Numericable between 2000 and 2005 in particular). He has mainly
held positions in the field of Media and Telecommunications, like for Canal + as International Director
between 1995 and 2000. Bernard Cottin is a graduate of the Institut d'Etudes Politiques in Paris and of
the National School of Administration.
Thierry Claudon
Caixa Seguradora
President

Since 2001 Thierry Claudon is President of Caixa Seguradora and Director of CNP Inssurances and for
Latin America since February 2013. He has distinguished himself by working in the insurance sector
since 1995, notably by setting up CNP Assurances in Argentina. Thierry Claudon has a Master’s in
Economics and an MBA from HEC.
Hervé Parizot
Carrefour France (Groupe Carrefour)
Executive Director E-commerce and Customer data

As a graduate of Essec, he joined the American Express Group in 1981 as Product Manager. In 1982,
he joined the MATTEL Group where he spent 28 years in the marketing, product development and
e-commerce divisions in France and the United States. He was President and Chief Executive Officer of
MATTEL France from 1999 to 2003, then President of Northern Europe from 2003 to 2005 and finally
President of Southern Europe from 2008 to 2010. Over the years spent at MATTEL, he held for 3 years
the position of Head of Carrefour Global Accounts and Disney relations. In 2010, Hervé Parizot joined
the Vente-Privée company as Chief Executive Officer. In 5 years, the turnover is doubled and numerous
initiatives are launched (One Day, Travel, Miam Miam, Rosedeal, etc.). He joined Carrefour in March
2015 as Executive Director of E-commerce, Data Clients and Innovation. Since we have seen the creation
of Rue du Commerce, Croquettel and Great Private Wines.

174
Contributors
Alberto Ricchiari
Cattolica Assicurazioni
Chief Information Officer

Alberto Ricchiari has been CIO of Cattolica Assicurazioni since 2015. Previously, he was a DSI or
Technical Director in various industries: DSI for 6 years of a Multinational Telecommunication
company, H3G (Hutchison Whampoa conglomerate subsidiary) and Technical Director for 2 years of
CNH (Fiat Group), based in the United States. He was a Manager at Accenture for the distribution and
consumer goods sectors; he has mainly been based in China and Eastern Europe. Always involved in IT
transformation programs, he has more recently worked on the topics of big data, cloud, Iaas and digital
transformation.
Thierry Chrin
Clarins / Clarins Fragrance Group
Chief Technical Officer

Thierry Chrin joined the Clarins Group in March 2016 as Director of Technologies and Digital and as a
member of the Executive Committee. He pursued an international career with LVMH group, Carrefour,
and Estée Lauder before creating in 2011 his own Digital Consulting Company based in Hong Kong.
Quentin Briard
Club Med
Director of Marketing and Digital France

Quentin Briard is Director of Marketing FBS (France, Benelux, Switzerland) for Club Med. Aged 37 and
a graduate from DUT GEA (Sceaux), Quentin built his career at Club Med. Beginning with a position in
CRM, hethen went abroad (Belgium, then Australia and Singapore) to take on leadership responsibilities
for various countries for 10 years. Since returning to France in 2016, he actively participates in the
ambitious goal of Club Med to achieve close to € 1 billion in business revenue within four years in
France and in French-speaking European countries. Entitled Destination 2021, this Project Strategy is
based on a vision of the needs and expectations of a high-end clientele: to let go and live in the present,
to live out passions, to be surrounded by family and relatives, a need for attention and consideration and
service of the best quality at the best price.

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Contributors
Magali Noé
CNP Assurances

Magali Noé, 45, is a graduate of the School of Actuary of Strasbourg (class of 1994). She began her
career in 1995 with the Caisses d'Epargne group where she held the positions of Head of the Actuarial
Department and then head of Marketing and Insurance Product Engineering. Since 2007 she has been
teaching financial mathematics and life actuarial science at the University Paris Dauphine as part
of a professional Master Degree cursus. In 2008, Magali Noé joined the CNP Group Assurances in
charge of product marketing, studies and surveillance, before becoming, in 2011, Director of Heritage
and Distribution Engineering. In 2013, Magali Noé becomes head of projects alongside the Managing
Director as Director of the Euro-growth project. On April 2nd2015, she was appointed Chief Digital
Officer. She has been a member of the Executive Committee since May 2017. She has also held the position
of secretary of the Executive Committee from December 2014 to April 2017. Magali Noé was awarded
the Women’s Actuary Trophy, awarded by L'Argus de l'assurance in 2014. She is also committed to the
professional advancement of women through WCD (International) networks, Actu'Elles (Actuariat) and
Alter Egales (the Department of Pensions). She has also contributed to CNP Assurances’s election as
“best internal strategy for company digital transformation” Trophy awarded by Argus de Assurance
Digitale 2016.
Hugues Le Bret
Compte-Nickel
Founder and Chief Executive Officer

Hugues Le Bret, 53, is one of the main shareholders and President of Financière des Payments Electronics
(FPE), the SAS that holds the Nickel Account. He was CEO of Boursorama (2010), after he was a member
of the Executive Committee of the Société Générale Group (1999-2009), where he was Communication
Innovation Director and a member of the directive committee for the group's internet activities. He was
formerly Director General of the Euro RSCG Omnium (Havas) agency after leading the merger of Euro
RSCG finances with ABW, and then with Omnium. He founded and was the CEO of the ABW agency in
early 1994. Hugues Le Bret was Director of the Development of Media-Finance (Publicis) from 1991 to
1993. He began his career in the financial analysis department of the stockbroker Courcoux-Bouvet in
1984, before joining the Journal des Finances in 1985. Hugues Le Bret is co-founder of the association
Growth Plus (1997). He was a volunteer at the French Embassy in Lima from June 1988 to August 1989.

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Contributors
Serge Magdeleine
Crédit Agricole Technologies Services
General Manager

Since November 2016, Serge Magdeleine is Chief Executive Officer of Crédit Agricole Technologies
and Services. He is a member of the Executive Committee of Crédit Agricole SA. After a consulting
career with Mercer Oliver Wyman from 1996 to 1999, and then as founding president of Empruntis.
com from 1999 to 2001, Serge Magdeleine joined Crédit Agricole SA as manager of online banking, he
then became responsible for multimedia marketing. In 2006, he joined the Caisse de Paris and Île-de-
France as head of the Distribution and Multichannel division, then in 2007, as Director of Business and
International for the Caisse régionale East Center. In 2010, he becomes Deputy General Manager of the
Caisse régional Alpes Provence, in charge of development and Managing Director of the e-Immo GIE.
In November 2015, he was appointed Director of Group Marketing and Digital of Crédit Agricole SA.
Serge Magdeleine is a graduate of the École Nationale des Ponts et Chaussées and has an MBA from the
College de Ingenieurs.
Matthieu Tanguy
Direct Énergie

Matthieu Tanguy is Director of Digital and Direct Energy since December 2014. He graduated from
HEC in 2003, before joining Direct Energie he held various positions at Orange, mainly marketing, each
position focused on business development and innovation. In 2011, he piloted the design and launch of
Sosh, Orange's digital brand, which he then took over.
François Gonczi
EDF
Digital Director of EDF Commerce

François Gonczi is the Digital Director of EDF Commerce, the EDF division responsible for the business
activities of energy sales and services, as well as the end customer services in France (approximately 27
million B2C and B2B customers) since May 2015. Within the energy services provider, he is in charge of
two operational entities: the competence center of data science, and the accelerator of digital projects. He is
also in charge of the global digital transformation of EDF Commerce. François Gonczi is also a Director or

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Contributors
non-executive member of the executive committee of Edelia, Netseenergy and Sowee, all three companies
of the EDF Group whose core business is the digitization of the energy sector's customer activities. Prior
to joining EDF Commerce, François Gonczi held several positions within the EDF group which he joined
in 2004. All pertaining to the development and Creation of value for the Group, he has been an economist
for the optimization trading activities, Head of the Electrical System in Martinique, and Policy Advisor
for European affairs of the EDF group. He is a graduate of Ecole Polytechnique and of Telecom Paris.
Julien Brault
EndemolShine
Digital and Diversification Director

Julien Brault, a graduate of ESCP, started his career in 2000 by creating the web agency Baobaz
specialized in solutions for media portals. In 2006 he joined SFR where he was responsible for content
infotainment of the portals and applications of the Group. He then became Derivatives Director of
France24 and RFI, then Director of Marketing and Business Development. He joined Troisième OEil
Productions in 2012 as Director of Digital and New Business. At the end of 2013, he was appointed Head
of Digital and Diversification at Endemol France.
Christian Buchel
Enedis
Associate Managing Director, Chief Digital International Officer

Christian Buchel is Associate Managing Director and Chief Digital International Officer of Enedis
(formerly ERDF), manager of the electricity distribution network and in charge of operations,
development and the maintenance of medium and low voltage networks on 95% of the territory of
metropolitan France. He is also Vice President of EDSO, the professional association and network of
European electricity distribution network managers, which cooperate in order to ensure that Smart
Grids become a reality in Europe. Previously, Christian Buchel has held various top management
positions within the EDF group. He has been a member of the Board and COO of Energie Baden-
Württemberg (EnBW) in Germany and General Manager of Electricité de Strasbourg. At the end of the
1990s, Christian Buchel was also advisor to the CEO of EDF. Christian Buchel graduated from the Ecole
Supérieure d'Electricité (Supélec). At the end of his studies, he was also in charge of research at CERN
in Geneva.

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Contributors
Augustin Honorat
Engie
Marketing Director

Augustin Honorat is the Director of the ENGIE customer market in France. As such, he is responsible
for marketing, sales, information systems and the customer relations, counting 9 million individual
French customers who are serviced by ENGIE with gas and electricity. Since August 2015, Augustin
Honorat has been piloting with his team a vast transformation project on the with a strong ROI
approach. This project aims to rapidly develop digital on major strategic routes; design of innovative
offers, piloting of sales, improvement of brand awareness, management of customer relations and teams.
Augustin Honorat, a graduate of HEC, previously held roles in business development and profit center
management in different entities of ENGIE.
Éric Lestanguet
Engie
Director of Solutions for Private and Business Clients (B2C)
Member of the Operational Committee

As an Engineer from the National Polytechnic Institute of Grenoble, Eric Lestanguet joined the group
Engie 8 years ago. He successively held the positions of Delegate Director of the Client entity Habitat
and Professional, and then as Chairman of the Management Board of Engie Home Services. He started
his career in Mauritius, then in Guadeloupe at EDF. He continued his career in Paris, in the Hauts-de-
France, French Guiana and the PACA region, where he worked as manager and manager in the fields of
production, distribution and marketing of energy and services.
Stéphane Charbonneau
Europ Assistance
International Digital Director

Since January 2015, Stéphane Charbonneau is Group Director of Family Home Business. Stéphane
Charbonneau began his professional career in 1998 as a consultant for the subsidiary of France Telecom
(Orange Business Services). In 2001, he joined the Lycos Europe Group where he held various positions
in the field of the Web. In 2003, he was appointed Technical Director of the Business Unit Email and
Mobile in charge of design and development of solutions. At the end of 2006, he joined the Europ

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Contributors
Assistance Group as an E-Business, Sales and Marketing Manager, where he was responsible for setting
up e-commerce solutions for all of Europ Assistance entities. In 2011, he took charge of the digital
transformation for the Group for all business lines. Stéphane Charbonneau holds a Master's Degree in
Science from the University of Rennes I.
Laurent Solly
Facebook
Managing Director France - Regional Director Southern Europe

Laurent Solly joined Facebook in 2013, as Managing Director of Facebook France to lead teams and
Facebook activities in France. He works closely with French companies to provide them with strategic and
innovative communication solutions and accompany them in their digital transformation. In September
2016, in addition to his activities in France, Laurent Solly was appointed Regional Director of Southern
Europe (France, Italy, Spain, Portugal). He is responsible for coordinating activities and the development
of business strategies in this area. Laurent Solly has previously held for more than 5 years management
positions in the TF1 Group (2007 - 2013), notably as Managing Director of TF1 Publicité from 2010 to 2013.
A former student of the National School of Administration and of the Institute of Political Studies of Paris,
Laurent Solly was previously a High-ranking official. He was chief of Cabinet of Nicolas Sarkozy, then
Minister of State, Minister of the Economy, Finance and Industry, and then Minister of State, Minister of
the Interior from 2004 to 2007. He was appointed Prefect in 2006.
Guillaume du Gardier
Ferrero France
Digital Director - Now Chief Innovation Officer of Kingcom

Guillaume is Head of Digital France for Ferrero. His role is to integrate digital into media and marketing, in
response to brand objectives, while demonstrating a legible business impact. He is Responsible for digital
strategies for Nutella, Kinder, Tic Tac and Pralines brands (Ferrero Rocher, Mon Chéri, Rafaello) for France.
His responsibilities include digital media, content, technical platforms, social networks and data. Over the
past 10 years, he has been responsible for the digital department for France and for Europe. Before joining
Ferrero, he was Director of Online Communication Europe at Edelman, where he worked on campaigns for
international groups, after 12 years in PR agencies as a founder and partner.

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Contributors
Mathieu Gras
Fédération Française de Tennis
Director of Data and Customer Experience/Chief Data Officer

Mathieu Gras is responsible for the implementation of the data strategy. He coordinates the CRM
activity (1 million licensees) and those of the Tournoi de Roland-Garros and Tennis Paris Master. He
is Responsible for Digital and Physical Customer Experience: licensees, visitors, players and media.
The first part of his career was at SFR, first as a Telecom engineer, then as a part of product innovation:
smartphones, mobile applications, and advertising. Before joining the FTT in early 2016, he was in
charge of big data for SFR.
François Loviton
Google France
Director of Retail E-commerce

François Loviton is Country Director of Retail and E-commerce at Google France. François is in charge
of relations with all French retailers to help them, in an increasingly digital world, thanks to Google
platforms, to transform their businesses, to acquire new customers, develop new offers and products,
and improve their marketing networks and logistics. François joined Google with 7 years of experience
in retail, having worked for some of the biggest players in distribution, at Carrefour then Celio. At
Celio, Francois was Chief Digital Officer in charge of e-commerce, CRM, digital marketing and digital
transformation. He joined Celio in early 2013 and played a key role in helping Celio become an omnican
retailer. Prior to Celio, François was Director of Digital Strategy and COO e-commerce at Carrefour,
the world's 2nd largest retailer. He launched Drive, piloted the redesign of the portal and launched
Non-food e-commerce activities. François was also an entrepreneur, and founded Inexbee, a Web and
mobile agency; which he resold to SFR in 2007. François began his career as a consultant at Bossard
Consultants.
Édouard Sauvage
GRDF
General Manager

As a graduate of the École Polytechnique and the Ecole Nationale des Ponts et Chaussées, Édouard
Sauvage began his career at the Delegation for Regional Planning and Regional Action (DATAR) from
1993 to 1995. Chief Engineer of the Bridge, Water and Forest Corps, he became Technical Advisor to the

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Contributors
Prime Minister. In 1997, Édouard Sauvage joined EDF GDF Services as Head of Seine-et-Marne, then
became the Director of the distribution center in Rouen. He worked for 5 years at the heart of system for
the distribution of energy in France. In 2002, he joined the head of strategy for Gaz de France. Already
as delegate for strategic and European affairs, Édouard Sauvage is appointed in 2003 Deputy Director
of the International Division of Gaz de France, responsible for the subsidiaries distribution systems in
Portugal and Hungary. In 2004, he took over the distribution and therefore negotiated all the long-term
contracts of Gaz de France. He became Director of Strategy of the GDF Suez Group and member of the
Executive Committee in 2013. Since January 2016, Édouard Sauvage is the Managing Director of GRDF.
Photo credit: La Tribune.
Meriem Riadi
Groupama
Director of Digital Transformation Group

Since August 2016 Meriem Riadi has been the Chief Digital Officer Group of Groupama. She was
previously responsible for the digital transformation of the group, in charge of recruitment and the
piloting of the digital transformation team and its implementation of the digital roadmap for the group.
From April 2013 to August 2015, she was a Project Manager in the strategy division working to define
the digital roadmap of the Group. Before joining Groupama, Meriem Riadi, a graduate of ESCP Europe
in 2006, worked for the firm Roland Berger Strategy Consultants for 7 years, acting as project manager
for media and telecom practices, Financial Services and Private Equity.
Erick Bourriot
Groupe Beaumanoir
Director of Connected Business

After starting his career as Director of e-Business and CRM at Marionnaud from 1999 to 2007, he joined
the Beaumanoir group (Cache Cache, Bonobo, Bréal), as an e-Business and CRM Director. In 2010, he
became Associate Director at COM VAD before two years later taking the Digital Management of
Open Digital Group. In 2013, he was appointed Director of Digital and MIM, a ready-to-wear brand,
before returning to the Beaumanoir group in 2015, this time as Director of Connected Business.

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Contributors
Hervé Constant
GRTgaz
Director

Hervé Constant has been CIO of GRTgaz since 2011. A part of the Group since 1990, successively an
electricity and gas distribution operator, contract negotiator for International long-term gas, and HR
manager.
Nicolas Sekkaki
IBM
CEO IBM France

Nicolas Sekkaki was appointed President of IBM France on July 1, 2015. He was Vice-President of Systems
Technology for the Group for Europe since 2012. Nicolas Sekkaki's career at IBM has given him deep
knowledge of the company, its businesses and its markets. In his 24 year career, he has assumed many
commercial and managerial responsibilities, both in France and at a European level. Between 2010 and
2012, Nicolas Sekkaki held the position of SAP General Manager for France Maghreb. Nicolas joined
IBM in 1991 as a Commercial Engineer, in charge of the Aeronautics and then Insurance sector. He then
successively held various management positions as Vice President of the System and Technology Group
between 2002 and 2006 before taking the position of General Manager, Global Technology Services for
IBM France. In 1990, Nicolas Sekkaki graduated from the National School of Aeronautics and Space.
Valérie Bourbon-Malandain
Ipsen
VP IT Digital

After several years as a consultant in Information Systems in a large consulting group, Valéry
Bourbon-Malandain joined the corporate world holding senior management positions in the IT Project
Departments and as a Chief Information Officer. Since 2014, she is in charge of the The Ipsen laboratory,
specialized in ontological medicine and rare diseases.

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Contributors
Pierre Gauthier
Macif
Director of Digital and Information Systems

As Director of Digital and Information Systems, Pierre Gauthier's mission is to leverage Information
technology and digital technology for the Group’s transformation; to anticipate the evolution of
the different information systems in the digital age, to integrate customer requirements and the
evolution of their consumption patterns and to develop a more agile internal organization are the
major responsibilities under his direction. He joined Macif in 1987 and began his career as a business
consultant before becoming a call center manager. He then held the position of SAV Director before
becoming Regional Director of Macif Center in 2009 and then Macif Rhône Alpes in 2012. Photo credit:
Bernard Martinez.
Romain Liberge
MAIF

Romain Liberge is the Chief Digital Officer of MAIF. A graduate of the Institute of Political Paris, he
has more than 10 years of experience in the field of digital strategy. At the end of his work as a New
Media Manager with the European institutions, he contributed to the development of the Netscouade, a
communication and digital transformation agency, carrying out institutional and commercial projects.
Romain Liberge joined the MAIF in January 2015, where he manages the digital transformation of the
group, and develops strategic partnerships in order to engage stakeholders in digital issues.

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Contributors
Thomas Saunier
Malakoff Médéric
Managing Director

A graduate of the École Polytechnique, the ENSAE and the Institut des Actuaires Français, Thomas
Saunier, 50, has spent most of his career in the insurance industry. Responsible for the actuarial and
then the management control of CNP Assurances from 2000 to 2003, Thomas Saunier spent more
than 10 years at Generali France, where he was first Deputy Managing Director in charge of products,
operations, information systems and finance. In 2005, he was promoted to General Manager in charge of
the personal, IT and services market, before taking in 2011, responsibility for the company, professional
and individual markets. He was nominated Managing Director of the Malakoff Médéric Group on June
1, 2016.
Mari-Noëlle Jégo-Laveissière
Orange
Innovation, Marketing Technologies Executive VP

Mari-Noëlle Jégo-Laveissière is a member of the Orange Group Executive Committee and Executive
DirectorofInnovation,MarketingandTechnologiesDivision.ShehasheldnumerouspositionsatOrange:
Director of International Backbone Networks Factory, Director of Research and Development, Head
of the French Consumer Marketing Department and Regional Director. Mari-Noëlle Jégo-Laveissière
is a graduate of the Ecole Normale Supérieure, the Ecole des Mines de Paris and the University Paris
XI-Waterloo. She is a member of the Board of Directors of Engie and Valeo.
Erwan Gaultier
Orange group
Digital Customer Experience Manager Orange Group

Erwan Gaultier began his career in strategy consulting at Capgemini Consulting, then at Mercer/Oliver
Wyman, he spent 7 years in Europe and Asia on innovation, growth, go-to-market and strategic issues.
At the end of 2004, he joined Orange, starting with the line with heading the Group's research and
development strategy. It was in 2008 that he fell into digital, within the operations team of Orange
France. From 2010 he took over the management of the Consumer Digital Customer Relationship and

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Contributors
then led the digital transformation of Orange France and founded the Lab, Orange France's new
project/product plant. He now controls the channels of digital transformation and customer experience
of Orange for Europe, the Middle East and Africa. Erwan is a graduate of SKEMA Business School, Ecole
Centrale Paris and the Institut Multimedia.
Xavier Hürstel
PMU
Chairman and Chief Executive Officer

A graduate of the Institut d'Etudes Politiques in Paris and the University of Paris IX Dauphine, Xavier
Hürstel is also a former student of the Ecole Nationale d'Administration. After a career in at the Ministry
of the Economy and Finance and then as the Permanent Representation of France to The European
Union in Brussels, he was an advisor to the Minister of the Economy and Finance, and the Minister for
the Budget, and then adviser to the Prime Minister's Office. Xavier Hürstel was then Deputy Managing
Director and administrator of the PMU from March 2008 to September 2014. He was elected Chairman
and CEO of the PMU, on October 6th, 2014.
Anne-Laure Mérillon-Brochard
PSA Peugeot Citroën
Head of Digital Marketing Peugeot International

After graduating from a marketing DESS in 1996, Anne-Laure Mérillon started in an advertising and
planning strategic position in the CLM BBDO group, before becoming a customer manager at Mc
Cann Ericsson/MRM for 3 years. In 2000, she joined the Y R/Wunderman Group as a Consulting
Director for the Ford group and then for Microsoft MSN. In 2008, she changed directions to join a pure
Player of e-commerce, taking a position as the head of Lastminute.com's Marketing Communication
Department in the United States. In 2011, she joined PSA PEUGEOT-CITROËN to contribute to the
transformation of the group and to accelerate the Digital CRM activities of Peugeot internationally.

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Contributors
Christophe Waignier
Sacem
Director of Resources and Strategy

Christophe Waignier directs Finance, Human Resources, IT, Strategy and the development of
Sacem. Christophe Waignier is also Chairman of FastTrack, one of 13 of the world's largest copyright
management companies and is developing solutions allowing for a better sharing of musical metadata
among players in the sector. A graduate of the Institut d'Etudes Politiques of Paris, Christophe Waignier
began his career as an auditor at Price Waterhouse, and holds a number of executive and financial
positions in the audiovisual industries spanning over ten years. In 1995, he joined BMG Entertainment
as a Chief Financial Officer, and in 1999 was appointed Senior Vice-President, Finance and Operations
for Europe. In 2003, Christophe Waignier became CEO of BMG France and Sony BMG France. Between
2008 and 2012 before joining SACEM, he worked as a consultant in the field of business transformation
strategy.
Thomas de Charentenay
Sanofi Pasteur
Director of Innovation

Thomas de Charentenay holds an MBA from EM Lyon and is a graduate of the Erasmus University
of Rotterdam, specializing in decision making and corporate finance. As a serial entrepreneur, he led
the first experiments in e-commerce within the Casino Group starting from 1994, before becoming
a consultant in the field of e-business and new business models. He created his own 100% web
activity before joining Sanofi Pasteur Information Solutions to work on digital projects at the service
of International Trade operations. He heads the Innovation and entrepreneurship initiative within
the Franchise Strategy and Productions Team at the headquarters of Sanofi Pasteur in Lyon. Across
functions and geographies, he animates the spirit of innovation, identifies the potential big ideas of
tomorrow and shares the practices. He also participates in various projects as a catalyst, accelerator
or ambassador. Thomas is particularly focused on the end user, constantly looking for opportunities,
both internally and externally, which would enable Sanofi Pasteur to concretely increase its customer
value. Member of the Open Innovation ARA Club and the Dynamic Innovation Group of Sanofi, he has
contributed to the emergence of opportunities such as EIT Health, a consortium to accelerate the most
promising avenues in the field of vaccines.

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Contributors
Pascal Brosset
Schneider Electric
SVP Innovation and CTO

As SVP of Software Strategy, Pascal Brosset reports to the Strategy Director. He is in charge of
cross-functional software strategy at Schneider Electric's BU, including platforms, partnerships
and acquisitions. Pascal was previously (2015-2016) SVP of Strategy Technology for the Global BU
Solutions, which included Schneider Electric's Software and Services business, and in charge of the go-
to-market. In collaboration with other BUs, he led Schneider to new solutions and Strategic initiatives
at the Group level in the field of IoT. From 2010 to 2015, he was Group CTO, in charge of technology
strategy through the BU, working specifically on innovation. Prior to joining Schneider Electric, Pascal
was Chief Strategy Officer of SAP; he comes from a High Tech and Consulting background.
Paolo Rovere
SEB
VP Strategic Marketing

Paolo Rovere has been working in the marketing sector for nearly 20 years in various positions: Product
Manager at Ferrero (1995 to 1999), Category Manager at Danone (2000 to 2008), Marketing Manager at
Procter Gamble (between 2003 and 2008). He was subsequently a Member of the Executive Committee
and Director of Marketing and Communication for Mistergooddeal.com (Groupe M6) from 2010 to 2012.
In 2016, he became Vice President of Marketing for the Seb Group, for which he has been working since
2012.
Sébastien Lery
SFR Group
Director of Consumer Professional Marketing

Sébastien Lery, as SFR Chief Marketing Officer, Altice Group, today leads the marketing strategy aimed
at transforming SFR into a new digital player, converging telecom and content. He has previously
carried out several major transformations in the company and has directed the digitization phase of
SFR in his previous role as Chief Digital Officer: he created an omnican experience, contributed to the
evolution of the digital culture and the development of data-driven marketing.

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Contributors
Séverin Cabannes
Société Générale
Chief Operating Officer

Born in 1958, Séverin Cabannes is a former student of the Ecole Polytechnique and a graduate of the
École Nationale Superior of the Mines of Paris. In 1983, he joined Crédit National as a financial analyst.
From 1986 to 1997, he held various positions at Elf Atochem, Director of Strategy starting in 1995. In
1997, Séverin Cabannes joined the La Poste Group as Director of the Strategy. In 1998, he was nominated
Associate Managing Director of Strategy and Finance, and a member of the Executive Committee
of the La Poste Group. In 2001, he joined Société Générale as Chief Financial Officer and member of
the Management Committee. In 2002, he joined the Steria Group as Deputy Managing Director, and
then Chief Executive Officer from 2003 onwards. In January 2007, Séverin Cabannes is Director of
Ressources fo rSociété Générale Group and member of the Executive Committee. Since May 2008,
Séverin Cabannes has been Delegated Managing Director of Société Générale Group.
Jean-Pierre Remy
SoLocal Group
General manager

SoLocal Group is the European leader in digital local communication, with 4,400 employees in France,
Spain, Austria and the United Kingdom. It is one of the world's leading players in the local Internet
market. Jean-Pierre Remy is leading the digital transformation of SoLocal Group, which represents about
80% of the activity in 2016. Previously, he created Egencia in 2000, which became, in a few years, the
world leader in the field of business travel on the Internet. After having sold Egencia to IAC/InterActive
Corporation and merging it with Expedia Corporate Travel, in April 2004, he became European (2004-
2006) and then worldwide head (2006-2008) of business travel for Expedia. He was a member of the
Executive Committee of Expedia Inc. Prior to creating Egencia. Jean-Pierre Remy was a partner at
Bain Company where he advised major international companies in their growth strategies, mergers
acquisitions and reorganizations. At the end of 1990s, he specialized in the Internet and advised
many major world companies on their digital strategies. Between 1986 and 1993, Jean-Pierre Remy was
General Manager of the company CM International, founded in 1986. Jean-Pierre Remy is a graduate of
the Ecole Centrale Paris and has a Doctorate in Strategy and Business Management from HEC.

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Contributors
Fernando Birman
Solvay
Head of Digital Office

Fernando Birman is the Head of the Solvay Group's Digital Office. A Brazilian engineer with 32 years of
experience dedicated to the chemical group, where he has had several positions related to management
control, Finance and IT. After a few years as a regional IT manager, he came to France to develop
architectural practices and strategy. Finally, in Belgium, at the group’s headquarters he supports the
digital transformation.
Olivier de Mendez
Starbucks
Managing Director France

Olivier de Mendez has led the Starbucks group in France since February 2013, after having been Director
of Marketing and Communication (from 2011). He worked in marketing for Publicis, Marionnaud and
Microsoft France. Olivier de Mendez is a graduate of EDHEC Business School.
Djilali Kies
TDF
Director of the information systems

Djilali has more than twenty years of experience. He began his career by setting up a consulting
and software management firm. He joined TDF in 2001. Djilali has held several SI management and
transformation project positions before taking on the responsibilities of CIO in 2010. Djilali is constantly
seeking to increase the value of the SI via two axes: the quest for operational excellence of IS function
and the transformation of uses.

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Contributors
Olivier Abecassis
TF1
Innovation and Digital Director

Bornin1973,OlivierAbecassisisanengineergraduatefromtheNationalInstituteofTelecommunications.
He began his career in 1996 by participating in the launch of TPS. At the end of 1998, he joined TF1 to
lead the transition from analog to the digital channels for TF1 and LCI. He was appointed Director of
Engineering and technical purchasing in 2001. In 2004, he became Director of New Technologies. In
2006, he co-founded and managed the WAT content platform and led TF1 group, notably by taking a
stake in Overblog, the leading blog platform in France. In 2008, he became DGA of e-TF1, the online
structure of the group, in charge of the Web/mobile offer and of marketing and operations for the portal
transformation of TF1.fr. In 2010, he becomes DG of eTF1; a few years later, he launches MYTF1 and
oversees its remodel in May 2015. In 2014, in addition to his operational functions at e-TF1, he leads
cross-functional innovation (Open Innovation). In February 2016, Olivier Abecassis was appointed
Director of Innovation and Digital. He is in charge of the company’s digitalization and execution of the
Group's digital strategy. He also manages the incubation process of startups with the aim of anticipating
the evolution of uses and its monetization. All technological means, broadcast, digital, information
systems, general services and security are under his responsibility.
Jean-Marie Letort
Thales
VP Strategy Marketing

Jean-Marie Letort is Vice President of Technology and Cyber Security Consulting within the Thales
group. Previously, he held the position of Vice President of Strategy Marketing, of the Critical
Information Systems Cyber Security business line. Prior to joining Thales, he has held Senior Partner
positions in different management and strategy consulting firms covering the Telecoms and media
sectors.

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Contributors
Jérôme Le Grand
The Walt Disney Company France
General Manager Retail Licensing

Jérôme Le Grand is Senior Vice President of Retail, Licensing, Publishing and the Disney Store. He
is in charge of licensed products and partnerships with mass distribution, specialized ditributors,
e-commerce and the Disney Store.
Emmanuel Rinaldi
The Walt Disney Company France
Human Resources Director

Emmanuel Rinaldi is Director of Human Resources at The Walt Disney Company for France and the
Benelux countries. He began his career with BPI Group in 1993, where he worked for 6 years as consultant
and then project leader. After 9 years with TNS Sofres (1999-2008) as Director of HR Development, he
joined The Walt Disney Company in 2008, and is currently the Human Resources Director for France
and Benelux.
Marc Gigon
Total
VP Digital, Marketing Services
Now Eleven's Director of Sales and Marketing | Strategy Management

Marc Gigon has joined Eleven to provide his clients with his dual expertise acquired within the Total
Group: the operational, business, marketing, management issues, questions of general direction and
those of Total’s distribution branch and its digital transformation. This dual expertise, from the digital
world and the life of companies, enables him to answer his clients’ digital revolution challenges:
modernizing customer interfaces, redoing marketing and business practices and the organization of
innovative processes. He is a graduate of the ESCP and the singularity university. He was voted Most
Innovative CDO of the Year in 2016 for the creation of Total's internal Startup Studio.

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Contributors
Valérie Laugier
Total
Vice-President Digital and Innovation for Total Marketing Services

Since September 2016, Valérie Laugier is Vice President of Digital and Innovation for Total Marketing
Services. Previously, since 2011, she was Vice-President of Total’s Image and Brand. In this position, she
was in charge of supervising corporate communication, of the Committed to Better Energy campaign
in October 2014. She was previously Director of the Department of Commerce, Food and Services for
service stations in Europe. She has spent more than ten years in the field of distribution and marketing.
Before that, she was in charge of the Department of Private Equity Relations.
Yann Leriche
Transdev
Group Chief Performance Officer

Member of the Executive Committee and Director of Performance since 1 January 2014, Yann Leriche,
is in charge of operational commercial excellence, as well as information systems for the Transdev
Group. A graduate of the Ecole Polytechnique (1997), the Ecole des Ponts and Chaussées (2000), the
College of Engineers (2000) and ESCP Europe (2006), he began his career in the public sector (DDE of
Calvados then Reims Métropole) before joining Bombardier Transport. He joined the Transdev group
in 2008 and successively held the position of General Director of Transamo, Director of Transdev SZ
GmbH (Germany), Deputy Director of Operations North America and Director of Performance.
Raphaël Morel
Uber France
Director of Development of Uber France

Originally from Paris, Raphaël Morel began his career in Audit in Paris at PwC in 2009, before launching
himself in mergers and acquisitions consulting at Eight Advisory in early 2012. After 5 years of audit/
consulting Raphaël decides to embark on a more operational entrepreneurial adventure and joins the
Uber adventure in June 2014. He initially focuses on growing the number of partners and drivers on
the platform, and then on the regional development of the West of France. Raphaël is now Director of
Development in France.

193
Contributors
Catherine Spindler
vente-privee.com

Since 2014, Catherine Spindler is the Chief Marketing and Communication Officer of vente-privee.com.
She is in charge of building and developing the BtoB and BtoC marketing strategy, as well as developing
the reputation of vente-privee.com and its subsidiaries in Europe. She began her career as part of the
world leader in the luxury goods industry, LVMH, as international product manager of perfumes for the
brand Guerlain. She then joined the Yves Rocher group, where she held various marketing positions
in Europe and China before becoming Marketing Director, and then Brand Marketing International
Communication Director of the brand Doctor Pierre Ricaud.
Jean-Christophe Laissy
Veolia
SVP IT, Global CIO

Born in France and having grown up in South America until 1989, Jean-Christophe Laissy obtained a
diploma in Business Management at the Higher Institute of Commerce in Paris in 1993. His has been
at Veolia since 2015 as SVP Global Chief Information Digital Officer, in charge of the group’s digital
transformation, he reports to General Management, being a member of the management board. After
25 years in the IT Digital departments of Fortune 500 companies such as Arcelor Mittal, Renault-
Nissan, Thales, Alstom and now Veolia, he is convinced that the CIO has become a Business function
and can no longer be regarded as mere management support. Jean-Christophe began his career in 1993
at Arcelor Mittal where he held various positions, for 7 years including 3 years spent in Barcelona in the
commercial subsidiary Ugine Iberica. He then joined Renault in 2000 where he managed the Business-
to-Employee Intranet Program, CIO in charge of communication, marketing and relations with Nissan,
and then VP IT Group Infrastructures Operations. In 2009 at Thales, he became Technical Director of
the Group before joining Alstom in 2012 as the Group's CIO.

194
Contributors
Alain Staron
Veolia
Senior VP Digital Strategy, Offers and Partnerships

Alain joined Veolia in 2015 to lead the digital transformation of the group. He animates a dozen
projects and publishes a range of digital products that improve performance and open up new business
opportunities. Alain has more than thirty years of experience in the fields of intelligent objects,
urban mobility, Artificial Intelligence, telecoms, media, the Internet and mobile apps. He has held
management, marketing, business development and RD positions in both global groups and startups;
he is the author of more than fifteen patents and won two innovation awards. Alain is a graduate from
École Polytechnique, École Nationale des Télécom, and obtained a thesis in the treatmentof the signal.
Odile Szabo
Vestiaire Collective

CMO International at Vestiaire Collective, Odile Szabo was previously Marketing Director for the
pure player PriceMinister, Groupe Rakuten for 12 years, where she has been a part of all the phases of
development fromstart-up to the integration into a large international e-commerce group. She has spent
5 years in the United States in Los Angeles in a digital start-up. She has been passionate about digital
and e-commerce for more than 15 years.
David Kownator
Vinci Park
Member of the Executive Committee Chief Transformation Officer

David Kownator is a graduate of HEC and Science Po Paris. He began his career as a Corporate Finance
Advisory Analyst at Morgan Stanley in London and then at UBS Warburg. He joined the Apax Partners
Investment fund in 2003 as an LBO Origination Officer, he then became Director of the Business Services
LBO team. He has led several companies in the IT, Telecoms, Online Payment, Facility Management
and Energy sectors. In 2010, he joined Ergon Capital Partners (Brussels Lambert Group) as Director. In
2011, he founded Victoria Private Equity, a consulting firm in corporate finance. He joined Vinci Park
in March 2014.

195
Contributors
Gilles de Richemond
VSC Technologies
General Manager

Gilles de Richemond, 44, is head of VSC Technologies, contributing to the success and strategic 2019
plan of e-motion by developing and operating a web and mobile platform that allows travel-sncf.com to
hold a charge of 39 train tickets sold per second on October 13, 2016, and the visit of one million Internet
users each day. Gilles de Richemond also supports SNCF and its partners, development and operation
ofWeb applications, mobile and digital railway distribution like the Portal of Access to the Affres,
Euronet, SIDH route engine, WDI but also the TGVConnect WIFI portal, SNCF direct, Sncf.com, Thalys
and Eurostar. Gilles de Richemond is a graduate of IPSA (1997), Engineering School of Air and Space.
He began his career in 1998 as a journalist and a part of the Groupe Tests editorial team, a French press
group specializing in new technologies. In 2000, he decided to create his own company, Archimétrie SA,
a portal site BTP and decoration sector that he restructures in 2001 and repositionsto publish software
and documentary websites. He occupies the position of Technical Director and Director of Projects.
Following the acquisition of the company in 2003 by Armadillo, he joined the TPS/Canal + Group in
2004 to assume responsibility for the Digital Distribution Services where he will stay for more than 3
years before joining Transavia France, a part ofAir France Group, as Director of Information Systems. It
is in early 2012 that Gilles de Richemond joined the VSC Group as Director of VSC-Technologies.

T
he Electronic Business Group (EBG) is the
number one French digital economy think-thank
with 660 member companies, the majority a
part of the CAC 40 and SBF 120 (French stock market
indexes), including more than 160,000 professionals.
EBG’s mission is to animate a network of decision
makers, by supporting and creating a frame where
executives can meet with one another, exchange and
share advice and experience feedback.
More than 200 events and 20 workshops are held every
year, unifying the company decision makers from all
sectors: marketing directors, digital directors, CIO,
DHR, Managing Directors, Director of Sales, etc.
EBG’s Board of Directors is composed of the following
members:
• Stéphane Richard, CEO of Orange – President of EBG
• Jean-Bernard Levy, CEO of EDF
• Steve Ballmer, ex-CEO of Microsoft
• François-Henri Pinault, President of Kering
• Pierre Louette, Associate Director of Orange
• Patrick Le Lay, Former CEO of TF1
• Grégoire Olivier, Director of Mobility Services PSA
Peugeot-Citroen
• Didier Quillot, CEO of the Professional Football
League
• Sir Martin Sorrell, CEO of WPP
• Jean-Daniel Tordjman, Ambassador,
General Inspector of Finances
• Philippe Rodriguez, Treasurer
• Pierre Reboul, General Secretary
EBG’s POLE OF STUDY
EBG edits five books, collecting member interviews and
point of views on pertinent subjects.
The Referentials:
- an in-depth study of the evolution of a business line,
sector or organizations transition
-100 large group director interviews
-200 page analysis, of concrete cases and examples
A selection of published titles: Sales Director Referential,
Marketing Director Referential, CIO Referential and Digital
Transformation Referential
Handbooks:
- overview of feedback after an event (workshop or
conference)
- event by event: summary of challenges, interviews,
report
- 70 page thematic analysis and experience feedback
Titles published: Social Selling, Collaborative Benefits,
Digital Banking, Predictive Marketing, Company
Mobility
196
100
ENTR
ETIENS AVEC
DIRECTEURS
MARKETING
R É F É R E N T I E L M A R K E T I N G
QUEL ÉTAT DES LIEUX POUR
LA TRANSFORMATION DIGITALE
DE L’ÉCONOMIE EN 2016 ?Le présent Référentiel répond à cette question
en s’appuyant sur 65 entretiens avec des diri-
geants d’entreprises françaises et internationales,
membres de Comex ou de directions générales.
En explorant différents secteurs du B2C ou du
B2B2C, l’image plus globale d’une phase d’indus-
trialisation du digital émerge: au-delà des projets
pilotes et des premiers mouvements, la maturité
digitale s’annonce.
TRANSFORMATIONDIGITALE 2016
AU-DELÀ DESPROJETS PILOTES
TRANSF
ORMATI
ONDIGITAL
E2016-AU-DELÀ
DESPROJETS
PILOTES
Vivek Badrinat
h | AccorHo
tels | Directeur
Général
Adjoint
en charge
du Marketing,
du Digital,
de la Distribution
et de l’IT
Christop
he Verley
| ADEO
| Directeur
Internet
GSB
Jean-Ch
ristophe
Lalanne
| Air France-K
LM | Directeur
Général
Adjoint
et DSI du Groupe,
Membre
du Comité
Exécutif
Nicolas
Ferrary
| Airbnb
France
| Country
Manager
Virginie
Fauvel
| Allianz
France
| Directrice
Unité Digital
et Market
Managemen
t, Membre
du Comité
Exécutif
Isabelle
Moins
| Aviva | Directrice
des Activités
Directes,
Digital
et Marketing
Client,
Membre
du Comité
Exécutif
Amélie
Oudéa-C
astera| AXA France
| DGA AXA Particuliers
/ Professionne
ls - Directrice
Digital,
Marque
et Partenariats
, Membre
du Comité
Exécutif
Erick Bourriot
| Groupe
Beauman
oir | Directeur
du Commerce
Connecté
Florian
Sauvin
| Groupe
Bel | Chief Digital
Officer
et Membre
du Directoire
d’Unibel
Frédéric
Mazzella
| BlaBlaCa
r | Fondateur
et Président-D
irecteur
Général
Cristina
Cordove
z de Villeneu
ve | BNP Paribas
| Chief Digital
Transforma
tion Officer
Philippe
Poirot
| Groupe
BPCE | Directeur
Développem
ent Digital,
Transforma
tion et Qualité
Pascal
Buffard
| CIGREF
| PrésidentAnne Browaey
s-Level
| Club Méditerr
anée | Directrice
Générale
Marketing
et Digital
Magali
Noé | CNP Assuran
ces | Chief Digital
Officer
Hugues
Le Bret | Compte-
Nickel
| Fondateur
et Président-D
irecteur
Général
Olivier
Gavalda
| Crédit
Agricole
S.A. | Directeur
Général
Adjoint,
Membre
du Comité
Exécutif
Serge Magdele
ine | Crédit
Agricole
S.A. | Directeur
Marketing
Groupe
et Digital,
Membre
du Comité
Exécutif
Jérôme
Hombou
rger | Crédit
Agricole
CACF | Directeur
Général
Adjoint,
Développem
ent et Stratégie
Christell
e Le Berre | Crédit
Mutuel
Arkéa
| Responsabl
e Projet Stratégique
, Membre
du Comité
Exécutif
Michael
Aidan
| Danone
| Chief Digital
Officer
Christian
Lou | Darty | Directeur
de la Direction
Marketing
et Digitalisatio
n, Membre
du Comité
Exécutif
Yann Aubriet
| Darty | Directeur
du Développem
ent Digital
Simon
Baldeyro
u | Deezer
| Directeur
Général
Adjoint
Venky
Balakris
hnan Iyer | Diageo
| Global
Vice President,
Digital
Innovation
David
de Amorim
| Docapos
t | Directeur
de l’Innovation
François
Gonczi
| EDF | Directeur
Numérique
d’EDF
Commerce
Hervé-M
atthieu
Ricour
| Engie | Directeur
Général
France
BtoC
Christian
Buchel
| ERDF | Directeur
Général
Adjoint,
Chief Digital
Internationa
l Officer,
Membre
du Directoire
Guillaum
e du Gardier
| Ferrero
France
| Directeur
du Digtial
Katia Hersard
| Fnac | Directeur
e-Commerc
e et Marketing
Groupe,
Membre
du Comité
Exécutif
Stéphane
Pallez
| Français
e des Jeux | Président-D
irecteur
Général
Caroline
Delorme
| Galeries
Lafayett
e | Directrice
Omnicanal
Branche
Grands
Magasins
1, 2, 3, 4
1, 2, 3, 4
1, 3, 4
1, 2, 4
1, 2, 3, 4
1, 3, 4
2, 3
2, 4
1, 2, 3, 4
1, 2, 3
2, 3, 4
1, 2
2, 3, 4
2
2, 3, 4
1, 2, 4
3, 4
1, 3, 4
1, 2, 3
3
1, 2, 3, 4
1, 2
1
1
2, 3, 4
3
1, 2, 3, 4
1, 3, 4
3, 4
2, 4
1, 2, 4
1, 2, 4
2, 4
Retrou
vez les témoig
nages par chapitre:
la suite sur le second
rabat...
Éric Wepierre
| General
Mortors
France
| Président
Carline
Huslin
| Generali
France
| Directrice
Transforma
tion Digitale
et Expérience
Client
Multicanal
Thierry
Benhaim
| Grosbill
| Directeur
Général
Thomas
Vandevil
le | Groupam
a | Directeur
de la Transforma
tion Digitale
Groupe,
Membre
du Comité
Exécutif
Soren Hagh | Heineken
| Executive
Director
Global
Marketing
Albert
Asséraf
| JCDecau
x | Directeur
Général
Stratégie,
Études
et Marketing
France
Sébastie
n Hua | Kering
| Directeur
e-Commerc
e et Omnicanal
Nathalie
Balla | La Redoute
| Président-D
irecteur
Général
Fabien
Sfez | Lagardè
re Active
| Directeur
Général
du Développem
ent Numérique
et Technologiq
ue
Stéphane
Mariotto
| Le Duff | DSI Groupe
Romain
Liberge
| MAIF | Chief Digital
Officer
Guillaum
e Sarkozy
| Malakoff
Médéric
| Délégué
Général
Hicham
Badredd
ine | Malakoff
Médéric
| Chief Digital
Officer,
Membre
du Comité
de Direction
Jean-No
ël Pénichon
| McDonal
d’s | Vice Président
Technologie
s, en charge
du Digital
et des Systèmes
d’Informatio
n
Arnaud
Descham
ps | Nespress
o France
| Directeur
Général
, Membre
du Comité
de Direction
Samuel
Baroukh
| Nestlé
France
| Head of e-Business
Thibault
Gossé
| Numeric
able SFR | Head of e-Commerc
e
Patrice
Slupowsk
i | Orange
| Vice Président
Digital
Innovation
Stéphani
e Çabale
| Orange
| Vice Présidente
Digital
Marketing
Guillaum
e Oreckin
| Pacifica
| Directeur
Général
Adjoint
Antonia
McCahon
| Pernod
Ricard
| Global
Digital
Acceleration
Director
Christop
he Leray | PMU | Directeur
des Opérations
et des SI
Tom Brady | SABMille
r | Group
Head Of Digital
Gael de Talhouet
| SCA | Vice Président
Digital
Transforma
tion
Yves Tyrode
| SNCF | Directeur
du Digital
Membre
du Comité
Exécutif
Barbara
Dalibard
| SNCF Voyageu
rs | Directrice
Générale
Séverin
Cabanne
s | Société
Générale
| Directeur
Général
Délégué
Jean-Pie
rre Remy | SoLocal
Group
| Directeur
Général
Roland
Harste
| Swarovs
ki | Senior
Vice President
Marketing
Thomas
Nielsen
| Tesco | Chief Digital
Officer
Marc Gigon
| Total | Vice Président
Digital
Marketing
Services
Thierry
Elkaim
| Transdev
| Directeur
de la Transforma
tion Digitale
Yann Leriche
| Transdev
| Directeur
de la Performanc
e, Membre
du Comité
Exécutif
Catherin
e Spindler
| vente-pr
ivee.com
| Chief Marketing
Officer
Gilles
de Richemo
nd | VSC Technolo
gies | Directeur
Général
2
1, 2, 3, 4
1
1, 3, 4
3
1, 3, 4
1, 2, 3
1, 3, 4
1, 3
2, 3
2, 3, 4
2, 3, 4
2, 3, 4
2
1, 2, 3, 4
2, 3
1, 2, 3, 4
2, 3, 4
1
3
1, 2, 4
1, 4
2, 3, 4
2, 4
1, 2, 3
1, 3
2, 3, 4
2, 4
2, 3, 4
1, 3, 4
1, 2, 3
1, 3
1, 2, 3
1, 2, 4
2, 3, 4
Retrou
vez les témoig
nages par chapitre:
SYNTHÈSEDESATELIERS-2016
LESBÉNÉFICESDUCOLLABORATIF
LES BÉNÉFICES
DU COLLABORATIF
SYNTHÈSE DES ATELIERS
2016
couvLesBénéfices
-planche.indd
3
07/06/2016
13:51
SYNTHÈSEDESATELIERS-2016SOCIALSELLING
SOCIAL
SELLING
SYNTHÈSE
DES ATELIERS
2016
SYNT
HÈSE
DES
ATEL
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-2016
LEPRÉDICT
IFAUSERVICE
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LE PRÉDICTIFAU SERVICE
DU MARKETING
SYNTHÈSE DES ATELIERS
2016
COUV
MARK
ETING
PRÉD
ICTIF
.indd
2
28/10/
2016
10:32
SYNTHÈ
SEDESATELIER
S-2016
DIGITA
LBANKING
DIGITAL
BANKING
SYNTHÈSE
DES ATELIERS
2016
COUV
DIGITAL
BANKING
.indd
2
05/01/201
7 12:45
Partners

Philibert Adamon
Head of Poles of Study/B2B

01 48 00 00 38
philibert.adamon@ebg.net
Pierre-Henri Kuhn

French-English bilingual, Pierre-Henri
supports startups, agencies and invest-
ment funds in their content and commu-
nication strategy. A graduate of ESCP
Europe with a degree in business law
and finance, he started his career at Sofinnova Partners
before joining the magazine Decideurs as editor. A regular
contributor to Echos, he participates in the 2016 launch of
Viva Technology Paris, the largest startup competition in
the world, as Head of Content.
François Edom
Head of Editorial Projects

01 48 00 00 38
françois.edom@ebg.net
White Papers:
- study of an innovative subject (Data Visualization, Cloud,
etc.)
- 30 decision maker interviews linked to a theme
- between 100 and 150 pages of analysis, concrete cases and
quotes
Titles published: Cloud and new IT uses, Data
Visualization, Big Data, Compartmental Marketing,
Internet of Objects, Big Data Encyclopedia
The Case Studies:
- quantitative study conducted with all of EBG’s pertinent
community
- between 500 and 1,000 respondents per study
- 35 to 45 pages of analysis, charts and graphics
Titles published: Digital Marketing Performance,
Programming in France: the situation, Data-Driven
Company, Innovation and Open Innovation
Internet Marketing :
- 70 marketing campaigns unveiled
- 10,000 examples distributed
- 500 pages of techniques and methods
197
FOR MORE INFORMATION CONCERING EVENTS OR
THE POLES OF STUDY:
AUTHOR:
1
L I V R E B L A N C
internetDES OBJETS30 PROJETS CONC
RETS
Livre
BLanc
internet
des
OBjets
2015
COUV
IDO V2.indd
1
16/06/15
11:08
INNOVATION
OPEN INNOVATION
Résultats du baromètre
Couv Barometre
innovation.
indd 4-5
14/11/2016
17:03
Partners

reducing complexity and risk? How to accelerate the
digital transformation? How to adapt the processes
and place the client at the center? How to capitalize on
data? How can the IT function create value for today
and the future?
BCG helps management identify the best opportunities,
allowing company transformation and the creation of
value. BCG supports companies in their projects:
• Digitalization strategies (disruptive innovation/core
digitalization)
• Transforming agility to scale: information systems
direction (agile, DevOps, digital architecture) and trades
(agile, data driven, customer journey)
• Multichannel strategies “customer-centric”
• De-risking large programs
• Creating digital competency centers to accelerate
transformation
About bcgperspectives.com
Bcgperspectives.com is an editorial portal providing
access to analysis and innovative concepts from our
experts on the subject matter of management strategy. A
number of management, professors and leaders’ opinions
are presented, sharing their vision on today’s challenges.
The portal offers unlimited access to over 50 years of BCG
knowledge, since the era of Bruce Henderson, the founder
of BCG and one of the architects of modern management.
All of its contents – videos, podcasts, comments and
reports – are accessible via PC or Mac, smartphones, iPad,
Facebook, Twitter and LinkedIn.
198
THE BOSTON CONSULTING
GROUP
The Boston Consulting Group
BCG is a world leading consulting and strategy company,
who helps its clients across all sectors to identify their
best opportunities for development, to better their
performancesandtogrowtheiractivities.BCGcontributes
their dynamic vision of the market and its companies, able
to provide support and expertise to develop competitive
advantages, companies who are stronger performers with
long term results.
How does the BCG help groups to answer the digital
challenges?
Technology changes the foundation of sectors. It is
continually integrated to a large number of products and
services and it has become an indispensable element for
performance of internal processes and company services.
The behavior of consumers has also greatly changed
across the world. Connected, better informed and with
higher expectations, they seek a service that is smooth
from start to finish. New tools are able to better capture
and analyze the customer experience on all channels.
These changes have motivated all of management
to ask themselves crucial questions for the future of
their company: how to approach and manage digital
innovation? How to digitalize the heart of their trade,
Partners

BCG in numbers
• Founded in 1963
• Present in 48 countries
• 85 offices across the world
• 13,000 employees
• 500 employees in Paris
•#3 Fortune best company to work for out of 100
More information on http://www.bcg.fr/
199
Partners

200
Antoine Gourevitch Senior Partner and Managing Director
The Boston Consulting Group, Paris

Antoine Gourevitch leads the Boston Consulting Group’s global work in digital transformation and big
data businesses in the Technology Advantage practice, an accelerator at BCG on digital and data. His
current research centers on digital disruption and organization. Since joining BCG in 1995, Antoine
has worked extensively with companies in the automotive, financial services and telecom industries
on issues related to digital transformation and information technology. He has created data platforms
and agile practices for over 10,000 workers contributing to increased performance levels above 30%.
He also works on transforming CIOs to IT Digital ready and applying digital platforms as well as data
strategies at API. Antoine has taught at École Centrale Paris since 1998, focusing primarily on change
management. He is the author of “Two Speed IT”: How Companies Can Surf the Digital Wave” on trans-
forming to scale in a digital world, available on Coursera.
Alexandre AractingiPartner and Managing Director

Since joining BCG in 2005, Alexandre has worked extensively with telecom operators and international
banks on large-scale technology-transformation projects. He has helped a number of telecom players
develop business and product plans for their business units, as well as optimize their product-develop-
ment processes. Alexander is a graduate from Telecom Paris Tech (2000).
Guillaume CombastetPrincipal

Guillaume Combastet is a member of the Digital Transformation Accelerator at BCG. He supports large
international groups in defining and managing their digital strategies, as well as the implementation of
their innovative projects.
Partners

Rodolphe ChevalierPrincipal

Rodolphe is a HEC (2001), Sciences Po (2001) and former ENA (2005) graduate. At BCG, Rodolphe is a
practicing member of the Public and Financial Services sectors. His recent experiences have been to
support digital transformation projects and the restructuring of internal and external processes.
Gilles FabrePartner and Managing Director

Gilles is a cornerstone of the Technology Advantage and benefits from expertise in IT assessment and
vision across all sectors. He has lead several IT organizational transformations, particularly over the
last several years in digital acceleration. Gilles also benefits from an equally thorough expertise on the
conception and evaluation of large IT programs. In the industrial sector, Gilles has worked for different
companies such as Alstom and other Private Equity firms. In parallel, Gilles has led a number of IT as-
sessment and vision missions in a variety of sectors, such as insurance, video games, luxury retail, with
a particular focus for identifying the changes needed in order to direct the company towards its digital
acceleration, with regards to both the transformation of the ecosystem and its IT internal transforma-
tion (infrastructure, work methods, agility, competencies and recruitment). Before joining BCG in 2009,
Gilles was with Accenture as Senior Partner. Gilles has an MSC from Mines de Nancy and a Doctorate
from Paris Dauphine in Scientific Methods of Management.
Norbert FaurePlatinion Managing Director

Norbert Faure has developed over the last ten years an expertise and teams for company digital trans-
formation in France and Europe with a focus on existing architectural transformation to create value
the quickest way possible.
201
Partners

202
Jean FerréDirector Digital, Data Analytics

Jean Ferré joined the Boston Consulting Group Paris office in 2016 as director to develop the digital
transformation, big data and platform software activity. Before joining, Jean Ferré worked for Micro-
soft in France and then in the United States where he was responsible for the global activity of editing
software for the Cloud and Enterprise. Jean is an entrepreneur, former CEO of two software editors
in the domain of big data and artificial intelligence (Arisem and Sinequa). He is a graduate of L’École
Polytechnique and L’École des Mines Paritech, he started his career as a consultant at AT Kearney. At
BCG Jean has been the pillar of an important digital transformation project, he has also participated in
a number of projects focused on creating activity platforms or big data platforms.
Nicolas HarléSenior Partner and Managing Director

With 20 years of experience in the insurances and finance sectors, Nicolas is responsible for the digital
offer of financial institutions globally, and responsible for the Lean subject in banks across Europe.
Timothy MandefieldPartner and Managing Director

Timonthy Mandefield for over 15 years works alongside major banking and industry players in their
strategic and operational transformations. He works with CIOs to find solutions to their digital challen-
ges.
Jérôme Moreau Principal

Jérôme Moreau is a cornerstone in the Technology Advantage where he directs the subject of transfor-
mation and agility in Eastern Europe. Jérôme benefits from an expertise in large program management.
Before joining BCG, Jérôme worked for 8 years on the business transformation and IT at Renault-Nis-
san. He built and directed an agile task force focused on developing tools and collaborations between
France, Japan, India and United States. Jérôme is a graduate from HEC (2002), specialized in market
finance, and studied IT management and ecommerce at the University of Hitosubashi in Tokyo.
Partners

203
Philippe Nobile Director

Philippe Nobile is Director of Digital Sales in Paris. At this title he is in charge of developing strategies
for focused digital growth in Fast Moving Consumer Goods, Retail, Automotive and Tourism industries.
Before joining BCG, he was Managing Director of Javelin Group; a company specialized in consulting
and strategy for the large distribution sector, consulting for digital transformation. Philippe also wor-
ked for Kurt Salmon. He worked in finances at Unilever (11 years) where he also developed marketing
and digital competencies. Philippe is an expert in strategy and in domains where digital changes para-
digms: omni-channel, e-commerce, international expansion, go-to-retail, alliances, acquisitions, trans-
formation. He is also a company administrator and business school guest speaker.
Bertrand Eteneau Associate Director

CIO of Faurecia for the last 10 years Bertrand directed initiatives in the management and industry 4.0
change, directing the PLM project for the digital continuity between engineering and production activi-
ties, applying at a world scale Manufacturing Execution System and SAP in 300 factories and 30 design
offices across 35 countries, and build administrative IT advising unit globally. Before Faurecia, Bertrand
was Director of Operations of 3 Suisses International and CIO of foreign subsidiaries, of SDV and then
Geodis Group. Bertrand was also a professor in charge of the Technological, Information Systems, Tele-
communications and Electronics department at the École Central de Paris.
Vanessa Lyon Partner and Managing Director

Vanessa Lyon is a member of the leadership team of The Boston Consulting Group’s Technology Advan-
tage practice where she is in charge of talent pool development for Eastern Europe and South America.
She has substantial automotive experience and is a core member of the firm’s Industrial Goods practice,
within which she focuses on engineered products and infrastructure, and transportation. Since joining
BCG in 2005, Vanessa has specialized in large-scale transformations. Vanessa is an expert in IT, the
Internet of Things, and digital arenas and has led a number of major programs from ideation to imple-
mentation. Before joining BCG, she worked for L’Oréal for four years as a supply chain manager and
was a consultant at Arthur Andersen Co. Vanessa is a graduate from L’École Polytechnique (1998) and
L’École National des Ponts et Chaussées (2001), where she specialized in Industry Management.
Partners

Our Digital Strategy iX mission is to industrialize the
digital initiatives of our clients and offer our strategies
of digital re-invention, design and customer co-creation
experience with the IBM Design Thinking Method and
the Studio. These projects are led by multidisciplinary
teams (Design Thinking Consultant, Agile, Architect,
Designer, Experts Solutions, etc.) and by leveraging
strategic partnerships: our IBM software entity, Apple,
Salesforce, Microsoft, and Adobe.
Our Cognitive Process Transformation’s goal is to
become the industrial cognitive transformation for
France, by leveraging competencies of re-invention and
business line operational processes (with business line
competencies, driving change and through our Watson
solutions, Watson IoT and Advanced Analytics).
204
CUSTOMER CENTRIC, COGNITIVE
AND DATA-FOCUSED: WELCOME
TO THE LEARNING ENTERPRISE
Big data, social networks, cell phone networks, the
cloud, and the analytical life changes of work and inte-
raction.
Digital transformation has redefined interaction between
clients, employees and partners, pushing companies to
rethink the notion of experience and engagement. This
has resulted in an explosion of data that has become a
new economic resource and an opportunity.
For over 100 years, IBM has been the privileged partner
of companies who have made innovation their adage,
by helping companies durably differentiate themselves
within a highly competitive environment. IBM provides
the most complete selection of resources – competencies,
systems, software, services, financing – to allow compa-
nies to become innovative in key domains of today, for
example, Cognitive (with Watson), Blockchain, Analy-
tics, the Cloud, Internet of Things and Cell Phones.

IBM Global Business Services is the digital and
cognitive industrialization partner for its clients.
Partners

Our Innovative Cloud Application groups our system
integration activities. These offers cover a large
perimeter: the Cloud, the integration of complex systems,
Architecture, the development of applications, the ERP
(SAP, Oracle, Microsoft, Infor M3, Workday), Migration,
Automatization, IT Consulting, Testing and the entirety
of AMS (Management Application Services).
YOU AND IBM

The domain expertise of IBM
Projects of development and differentiation are at the
core of IBM client strategies. With our teams’ business
line understanding and information technology
expertise, IBM is able to accompany organizations during
their customer and data centric digital and cognitive
industrialization, as shown below.
In order to always be offering new innovative and
performance driven solutions, IBM has a company
acquisitions program, with the aim to adapt is portfolio
of offers and services for tomorrow’s business needs.
A permanent state of innovation and an unparalleled
capacity for research
Research and innovation are at the heart of IBM’s
strategy.
Key Figures:
• 3,000 researchers across the globe
• an annual research and development fund of more than
$5 billion
• 12 laboratories throughout the world: United Sates
(Almaden, Austin Watson), Austin (US), Watson (US),
China (Beijing Shanghai), India (Delhi Bangalore),
Japan (Tokyo), Israel (Haifa), Switzerland (Zurich),
Brazil (Sao Paolo Rio de Janeiro), Kenya (Nairobi),
Australia (Melbourne), and Ireland (Dublin)
• 5 IBM researchers have received the Physics Nobel
Prize
• IBM holds the number 1 position over the last 24
consecutive years for the number of registered patents,
with 8,088 patents registered in 2016
• thanks to over 8,500 inventors, IBM is present in the
United States and in 47 countries
• from 1993 to 2016, IBM inventors have registered more
than 96,500 patents in the United States
• 13 of these patents are materialized the following year,
either as commercial products or services
• 10% of these patents are developed with clients
205
Partners

Cognitive: a differentiating factor
IBM is one of the only companies in its sector that has
been able to reinvent itself across several technological
eras and economic cycles. This transformation is done
precisely in order to create differentiating value for its
clients. IBM is still doing this in a technological sector
that is restructuring itself at a speed without precedent.
Today, IBM is much more than a product, software
and services company. IBM has become a cognitive
solutions driven company and a cloud platform.
Cognitive intelligence will play a key role in digital
transformation. The benefits of digital industrialization
associated with the strength of Watson and its capacities
correlate to information issued by millions of documents
in an instant, opening up to a new era: a cognitive one.
“Artificial Intelligence is here now to assist mankind in
his or her daily life. Let’s call it augmented intelligence!”
says Nicolas Sekkaki, President of IBM France.
It is certain that digital transformation is an important
step but it is not the end of the process. The next decade
will consist of envisioning how to become a cognitive
company and combine elements. It will be the beginning
of a new era, the fourth industrial revolution, as the
conclusions of the Davos 2016 Forum highlighted.
206
Partners

207
Nicolas SekkakiPresident, IBM France

Nicolas Sekkaki became IBM President for France on July 1st, 2015, and was the Vice President of the
System Technologies Group for Europe since 2012.
Between 2010 and 2012, Nicolas Sekkaki was General Director SAP for France Maghreb. Nicolas
joined IBM in 1991 as a commercial engineer, in charge of the aeronautical sector and then insurance.
He then was Vice President of the System Technologies Group for France between 2002 and 2006,
before becoming General Manager of Global Technology Services for IBM France.
In 1990 Nicolas Sekkaki graduated from The Ecole Nationale Superieure de L’Aeronautique et de L’Espace.
Contact: sekkaki2@fr.ibm.com - Twitter: @nsekkaki
Sophie Stanton Marketing, Communications Citizenship Director, IBM France

Before taking the Director role, Sophie was responsible for the Technical Services Support division for
IBM France.
Contact: sophie.stanton@fr.ibm.com - Twitter: @sophie8stanton
Lucile Hyon-Le Gourrièrec Senior Advisor, Digital Horizons, IBM Europe

Lucile Hyon-Le Gourrierec is a Senior Advisor in the Market Development Insights team of IBM Eu-
rope. She's leading the digital transformation referential for 3 years for IBM. Her mission is to advise
business and external audience on IBM's vision and market analysis regarding cognitive themes, ana-
lytics and big data.
Lucile joined the Digital Women's Office, of the Syntec Numérique, in January 2015 and is a guest spea-
ker at professional trainings, as well as lecturer in high business and engeneering education.
Contact : lucile.hyon@fr.ibm.com - Twitter : LucileHLG
Marc Bensoussan Managing Director, IBM France

Marc Bensoussan is the Managing Director at IBM Global Business Services France and President of
IBM Interactive France. He is head of consulting activities, solution and technology integration of third
party application maintenance and of Business Process Outsourcing for IBM France. During 25 years
he contributed to the growth and profitability of the consulting and IT services departments for Europe.
Marc is a member of the IBM France Executive Committee.
Contact: mbensoussan@fr.ibm.com - Twitter: @MBensoussanIBM
Partners

208
Guillaume Ferrand Marketing Director, IBM Global Business Services France

Marketing Director of IBM France GBS, Guillaume Ferrand benefits from over 15 years of experience in
Strategic Marketing Consulting.
Contact: guillaume.ferrand@fr.ibm.com - Twitter: @_Guillaume_F
Pierre-Charles Parsy Executive Partner – Associate General Director, IBM Interactive

Pierre-Charles Parsy is Executive Partner and Associate General Director at IBM Interactive, specialized
in the digital transformation, Cognitive Intelligence and the Cloud. Previously, he held the position of
Director of Strategy and Transformation for IBM Global Business Services.
Contact: pcharles.parsy@fr.ibm.com - Twitter: @PCParsy
Luca Comparini Head of Blockchain, IBM France

Luca Comparini has been the Head of Blockhain for IBM France since 2015. “Techno passionate about
the business”, he has built experience in different domains, notably around open source and systems of
exploitation, Linux. Previously, he was the Leader for Business Development for the Linux Ecosystem
in Europe.
Contact: luca.comparini@fr.ibm.com - Twitter: @lucacomparini
Arnaud Pelletier Director of IBM Studios Paris Associate Partner of Customer Engagement,
IBM Interactive Experience

Arnaud Pelletier is Director of IBM Studios Paris and Associate Partner of Customer Engagement for
IBM Interactive Experience. In this function, he directs missions of digital transformation focused on
user experience and a Design Thinking approach executed by multidisciplinary IBM teams. For over 15
years, he has directed projects addressing client relation challenges, cross-channels and innovation for
France’s big players.
Contact: Arnaud.pelletier@fr.ibm.com - Twitter: @APdigitaldesign
Partners

Jean-Philippe Desbiolles Vice President Cognitive Solutions – IBM Watson Group

Jean-Philippe Desbiolles is Vice President of Cognitive Solutions at IBM Watson Group. For over 20
years Jean-Philippe has worked on business and strategy transformation in the finance sector, addres-
sing head-on the reinvention of financial institutions by leveraging artificial intelligence technologies,
advanced analytics and the Internet of Things.
Twitter: @JphiDesbiolles
209
Partners

Printing: Printed in France by Corlet, 14110 Conde-sur-Noireaue
Graphic design: Aurelien Jeanney Anne Chaponnay
Copyright © 2017 EBG-Elenbi - BCG - IBM
All rights reserved. This publication may in no way be reproduced in whole or in
part in any form or by mechanical or electronic means, including the storage of
data and its retransmission by computer without authorization from its rightful
publishers, EBG-Elenbi, BCG and IBM.
Any and all testimonials made by brands, organizations or registered companies
here within are made without any advertising purpose. Any unintentional errors
or omissions that may have existed in this book, despite the care and control of
EBG-Elenbi, BCG and IBM, can not be held responsible.
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