Transformation, transition, digital and Saudi Arabia WhatsApp Number List are terms that French employees and business leaders regularly hear. They describe a global transformation of organizations that is profound and, in 2020, faster than ever; this transition generates value and is necessary to remain relevant. The movement is engaged in a heterogeneous way: The initiative can be launched by different actors or events: The CEO, the CTO, COVID-19, etc. The approach is unique to each organization even if major trends are emerging. In 2017, Bpifrance Le Lab identified 3 types of maturity profiles of organizations facing transformation, with the following breakdown : the managers of SMEs and mid-cap companies

facing digital”, 2017) : Precursors: actors following a structured approach, 10% of organizations Waiters: actors resistant to change, 38% of organizations Empirical: actors who experiment, 52% of organizations Transforming in the digital age requires the involvement of all stakeholders in the organization, including employees, suppliers, customers and other partners. The information systems departments should not be the only carriers of these projects since the implementation of technological tools primarily serves the profession. To help organizations in this evolution, the guide sets out a framework for knowing where to start, for identifying priorities as they move forward and for communicating the transformation to teams.

Transforming In The Digital

The approach aims to be benevolent and realistic, adapted to SMEs and mid-cap companies in France. The 4 pillars of successful transformation are shown in the illustration below and detailed below. eti transformer strat matrix Make the customer a resource for the company : By developing customer knowledge and making them an actor, the organization can offer a perfect and mutually beneficial experience. The 3 steps go from the “buyer and passive” customer to the “resource and active” customer: Develop knowledge and proximity to the customer via current products and services and share it within the company. This knowledge can be used for all professions Personalize the offer made to the customer base

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prospects and to the individual customer, using existing offers and new services Co-produce the offer with the customer, build new services and processes Reconsider its organization and managerial practices. The generalization of teleworking and remote meetings has been a trend observed for several years. The culture has evolved, brakes have been blown (especially by constraint) and this is creating new habits. The 3 steps to go from the “hierarchical, rigid and functional” organization to the “agile, open and collaborative” organization: Develop collaboration in project mode without modifying the hierarchical structure Set up cross-functional collaboration processes and associated managerial mechanisms Restructure the hierarchy

Reconsider Its Organization And Managerial

of the organization to allow operation in project mode Switch to open logic. Partnerships and the integration or creation of ecosystems make it possible to develop synergies, to benefit from an inertia which ultimately makes it possible to gain in knowledge and therefore in relevance. Example of opening: The Cadiou company (manufacturer of gates, fences and guardrails) during the confinement offered free training in digital marketing tools to its artisan customers (distributors of their products). This support has made it possible to generate a volume of business – several hundred in a few weeks – beneficial to the entire

ecosystem. The 3 steps to move from “closed value” architecture to “open value” architecture: Create partnerships by sharing data and pooling existing offers (the Cadiou example corresponds to this level) Collaborate within an ecosystem by co-developing new offers Develop your own ecosystem and set up the appropriate organization Go from project to use. The objective for the customer is not to obtain a beautiful object or a beautiful service but to satisfy a need, the organization must therefore define itself more by the needs that it satisfies than by the individual products and services. that she proposes. The 3 steps to go from an offer of “isolated services” to an offer of “use centered on customer satisfaction”:evaluating when

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