3 steps to manage your digital transformation

by bold-lichterman

The new economy has a lot to offer organizations that manage to adapt to digital culture. We can no longer count the start-ups that sparkle and always offer more value to their customers. Among these digital and disruption super stars, some stand out and inspire our powerful CAC 40 companies. The latter do not fail to communicate on the takeover or the collaboration with a young growth with high potential. The objective is clear: to be inspired by working methods and innovation processes.

“Snapchat valued $ 28 billion the day after its IPO, according to Bloomberg data. This is more than the valuation of certain CAC 40 companies, such as Renault, valued at the equivalent of $ 26.6 billion. »Bloomberg

But acquiring an innovative start-up is not enough to transform an economic model and business processes in place for several decades.

The unicorn model – these start-ups valued over a billion dollars – fascinate our leaders by the performance they display. How to proceed: appoint a Chief Digital Officer? Break the silos? Audit human resources? Here is a proposal in 3 steps:

1. Outsource change to better innovate

Edouard Cailleur, COO at Dune Network recently told me how he was able to develop the first structure dedicated to snorkeling in France, in just 3 years thanks to the autonomy and confidence of its managers and shareholders.

“I enjoyed real freedom to set up the project and move forward quickly. After convincing our investors, we set up an autonomous project team, with its own resources and without group constraints, then we fully re-integrated the parent entity after 18 months ”, Edouard Cailleau, DUNE Network.

The mastodons of the traditional economy have every interest in developing the models of disruption of their own activity in smaller autonomous structures. Whether they come from an acquisition or created ex-nihilo.

Samy Jemaï explains to me how La Poste has created an innovation hub to launch new independent activities: the 20/20 competition set up by La Poste aims to promote intrapreneurship within La Poste teams. Thus, 20 start-ups should see the light of day with the help of La Poste by 2020. This is the case of Tripperty, this start-up which offers luggage delivery services for individuals (airports).

“In a world where everything remains to be created, it is essential to have a process that allows to consider as many ideas as possible” Gilles Babinet, Digital Transformation: the advent of platforms

Faced with accelerating innovation cycles, competition and the risks of disruption are greater than ever. So it seems to me necessary to create favorable conditions for the blossoming of innovation potential in an autonomous structure freed from the constraints of sometimes archaic management. Some of the agile dynamics experienced in start-ups are not compatible with the organizational models of the 20th century.

“Faced with the ‘new barbarians’, civilized companies, far from transforming themselves into platforms, often tend to intensify their old strategies”, Nicolas colin, The age of the multitude

2.Prepare the field and the teams

It will first be necessary to define a step-by-step transformation plan and ensure the commitment of all the management of the organization. Then, human resources being at the heart of this process, it will be necessary allow employees to “move upmarket”: digital expertise, corporate culture, new management methods, etc. These are the people who can best carry this transformation and claim the added value. Digital is producing a quantity of new complex tools at breakneck speed, their mastery is at the same time a necessity, an advantage and a major challenge for the company: we are talking here about productivity gains, and continuous improvement of conditions. of work.

“A core ability for thriving in the New Economy: the ability to quickly master hard things”, Cal Newport, Deep Work

Finally, since it is above all about creating value for the customer, a customer relationship audit must be carried out to boost UX and the value produced for the company at each interaction between it and the customer. Iterating with its multitude allows the offer to be continually adapted to customer requirements and forces the company to have almost total transparency. To enhance any customer interaction and set up a continuous improvement process, feedback management tools represent an absolute necessity.

3.Repatriate added value and propagate the agile method

It is now aboutoperate its own disruption so that the magic of the Schumpeterian destruction-creator produces its effects. More than the repatriation of innovations, it is essentially a question of developing your own agile method based on successful experiments.

“The entire agile method at Yellow Innovation * is based on the balance between quality, budget and deadlines to create maximum value for the customer with optimal UX and UI”, Samy Jemai, Product Owner at La Poste

It is easier to inspire your teams with a model that works rather than with a model with potential success. All the complexity of this last step lies in the integration of methods and organization. Isolate and integrate best-practices, key success factors and talents and replicate within the parent organization. It will be necessary to have identified in advance the men and women who will be able to best carry the renewal within the traditional organization and win the commitment of all the management system, up to the shareholders.

The success of this repatriation of value consists above all in minimizing the anxiety-provoking impact of such a maneuver on all employees. Hence the interest of step 2: preparing the ground and the teams.


Julien Hervy is a Consultant in Customer Knowledge and Digital Marketing (Independent). Specialized in customer knowledge and content marketing, he has led large-scale projects to offer companies new ways to interact with their customers (B2C): WiFi network and humanoid robots. And this, thanks to the integration of new partners specializing in digital. At the same time, he regularly conducts interviews with digital experts and advises companies in the implementation of listening and customer knowledge solutions best suited to their objectives and their environment. (Graduated from ESCP Europe in 2014).

Its objective: to provide the best customer experience in the collection of feedback for the continuous improvement of the offer, to boost the e-reputation of brands and for agile management.

Read also: Airbnb, a unicorn who earns money