Digixit
Driving success
COLLABORATIVE COMPANY
A new type of business is emerging: Enterprise 3.0, where the use of new technologies makes it possible to involve employees and customers. They automate internal processes and improve performance. It is a new approach of the company and a new mode of operation which impose to develop a new organization more flexible where each one can contribute to its development. Operationally, the tools of work, management and communication are optimized and eventually supplemented according to contexts.
PROACTIVE ORGANIZATION
The aim is, on the one hand, to act at the right time to anticipate events when the time is right and / or anticipate difficulties in avoiding, circumventing or transforming them. On the other hand, it becomes necessary to take initiatives before events impact the company to turn the delicate situations into opportunities and create / create new competitive opportunities.
Operational Intelligence
It makes it possible to detect weak signals such as a stock shortage, a presumption of fraud or a customer who might leave the competition.
Operational Intelligence is integrated into the company’s business processes. Using data sensors, it consists of performing measurements in business processes in order to obtain real-time analyzes, with checkpoints at each step to detect what is happening at any time and make better decisions.
Operational intelligence therefore proposes an analysis based on individual events with data collected in real time to enable the realization of a business objective. This type of data analysis is especially aimed at employees who work with customers.
Lean Management
The principles of Lean Management bring together a number of principles directly applicable to the management of the company.
- Flow of workflows to identify and solve problems
- Flows to avoid overproduction
- Constant and smoothed production (heijunka)
- Creation of a culture of immediate problem-solving, first-rate quality
- Continuous improvement and employee empowerment
- Reliable and proven technologies that serve employees and their processes.
- Cultivate leaders who know the work perfectly, live philosophy and teach others
- Respecting partners and suppliers by encouraging and helping them to progress.
- Go to the field to understand the situation (genchi genbutsu)
- Take decisions by consensus
- Become a learning enterprise through systematic reflection (hansei) and continuous improvement (kaizen)
AGILE MANAGEMENT
An agile organization is an organization capable of :
- Create value while adapting in time to a world in perpetual motion
- Adapt to unforeseen circumstances to protect the client
- Take reality into account with reality and flexibility
It is a question of identifying in real time every situation and adopting its proper functioning. Agility is not a stable and definitive state, but a general framework to maintain and nourish constantly. Agility is therefore a strategic, behavioral and emotional model.
Agility is a balance between an active dimension (doing and proving that one knows how to do), a reactive dimension (being opportunistic in the face of observed changes in retention) and a proactive dimension (creation of value).
DATA DRIVEN COMPANY
The company “data driven” measures and monitors the pulse of the company continuously and often automated.
The company must be data driven, both internally and externally.
The data can be used to produce information that can be used for marketing and sales purposes. An analysis engine absorbs them to fuel real-time decision-making at all levels of the organization.
SUPPLY CHAIN
Digitization in the supply chain concerns planning, interoperability, maintenance and distribution:
- For scheduling, data from connected objects and the significant sharing of consumer information via the Internet produces sensitive information for industry and commerce through the Big Data mechanism. They allow a better knowledge of the uses and the expectations of customers and by the same a better anticipation of the demand
- For interoperability, digital facilitates the sharing of information between the various stakeholders, internal (eg Marketing, ADV, Operations) and external (eg suppliers, partners). Consumption forecasts are made available to suppliers for confirmation in real time of their supply capacities. The vision of the stocks at the various links in the chain is also available downstream of the value chain, in order to synchronize with sales capacities
- For maintenance, in parallel, the connected objects communicate in real time their malfunctions or rate of wear in order to anticipate the acts of maintenance, to order directly spares, or to allow statistics on a large scale
- For distribution, the digital makes it possible to respond to increasingly demanding constraints on the supply chain, linked to a clientele increasingly demanding and fond of the new means of communication. The digitization of the supply chain opens the way to the omnicanal and the traceability of products. Ordering an article on the internet, viewing its availability in various shops, deciding whether to go there yourself, or to be delivered at the last moment … are all decisive services for the company.
GLOCATION
A paradoxical combination of the terms “globalization” and “localization” (*).
Often attributed to Roland Robertson who described it as the simultaneity of tendencies to universalize and particularize, the expression actually comes from a Japanese expression “dochakuka” (originally “dochaku”) expressing the local adaptation of agricultural techniques Which was taken over by Japanese businessmen in the 1980s.
In marketing, it is most often translated into the design and development of a global strategy, the operationalization of which will in each case integrate the specificity of the local context. A product intended for the global market will thus have to benefit from an adaptation to the characteristics, expectations and constraints of the market where it will be marketed.
Jean-Noël Kapferer explains: “Even when a brand is apparently global, distributed and known all over the world, the examination reveals that it is often far from the standardization of the product: one must speak of crossbreeding, hybridization Product, strong adaptation. “
GESTION DE LA CONNAISSANCE
With the advent of Enterprise 3.0, knowledge management is taking a new turn.
Access to knowledge is no longer only via a documentary basis but allows direct access to experts. The new digital platforms (collaborative intranets, social networks of companies …) make it possible to identify the experts of a subject in the company to whom they will be able to address themselves in particular.
Social learning invests in companies. Social networks will inspire and give shape to the formation of online learning communities. Communities use new information-sharing practices to better learn:
- The “folksonomy” which consists in the assignment of keywords to a content by all the users. This makes it possible to better qualify the content, the evaluation of the contents by its peers via the comments, the notes or the functionalities which make it possible to highlight the most relevant contents
- Crowdsourcing, which refers to the contribution of a wide range of users via call-to-suggestions functionality, co-innovation, Q & A systems
Teaching is no longer based on formal learning (training, publication of documents …) but in the interconnection of users and the facilitation of sharing and collaboration.