{"id":5582,"date":"2014-07-21T16:25:06","date_gmt":"2014-07-21T15:25:06","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=5582"},"modified":"2015-02-04T10:41:47","modified_gmt":"2015-02-04T09:41:47","slug":"transition-numerique-lentreprise-passer-lidee-laction","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/07\/transition-numerique-lentreprise-passer-lidee-laction\/","title":{"rendered":"Transition num\u00e9rique de l\u2019entreprise, passer de l\u2019id\u00e9e… \u00e0 l\u2019action"},"content":{"rendered":"

Alors que la majorit\u00e9 des collaborateurs des entreprises consid\u00e8re la transformation num\u00e9rique comme in\u00e9luctable et g\u00e9n\u00e9ratrice de progr\u00e8s, les entreprises ont parfois du mal \u00e0 se mettre en mouvement. Mon entreprise doit-elle se lancer\u00a0? Quelle trajectoire digitale dessiner, comment\u00a0? Quels leviers actionner ? Sur la base de quelques retours d\u2019exp\u00e9riences, voici quelques cl\u00e9s pour passer de l\u2019id\u00e9e \u00e0 l\u2019action.<\/em><\/p>\n

Portrait-robot de l\u2019entreprise dite \u00ab\u00a0num\u00e9rique\u00a0\u00bb<\/h2>\n

L\u2019acc\u00e9l\u00e9ration <\/b>de l\u2019adoption des canaux num\u00e9riques dans la relation avec les clients, <\/b>les partenaires et, plus globalement comme levier de business<\/i><\/b> <\/i>est un trait commun aux entreprises dites \u00ab\u00a0num\u00e9riques\u00a0\u00bb. <\/i>A l\u2019instar de Dell, <\/i>chez qui le pourcentage de ventes digitales p\u00e8se dans la r\u00e9mun\u00e9ration des commerciaux de terrain, le digital y est totalement int\u00e9gr\u00e9 aux process business de l\u2019entreprise.<\/p>\n

Quant aux collaborateurs, ils ont totalement adopt\u00e9 les pratiques collaboratives et sociales<\/b> issues de la sph\u00e8re priv\u00e9e et travaillent autrement.<\/p>\n

Au sein de l\u2019entreprise num\u00e9rique, le digital est consid\u00e9r\u00e9 comme un levier d\u2019optimisation<\/b>. Offre cloud<\/i>, d\u00e9mat\u00e9rialisation, toutes les pistes sont \u00e9tudi\u00e9es.<\/p>\n

Enfin, et surtout, l\u2019entreprise num\u00e9rique se caract\u00e9rise par un volontarisme<\/b> plus important dans l\u2019adoption des innovations <\/b>technologiques pour\u00a0 augmenter la cr\u00e9ation de valeur au c\u0153ur des m\u00e9tiers.<\/p>\n

Trois niveaux de maturit\u00e9 de digitalisation<\/h2>\n

Chaque entreprise, sera plus ou moins proche de cette cible. Sch\u00e9matiquement se dessinent trois niveaux de maturit\u00e9 de digitalisation.<\/p>\n

Au niveau de la mise en place,<\/b> on trouvera des entreprises o\u00f9 la digitalisation se traduit par la d\u00e9finition d\u2019une 1\u00e8re<\/sup> strat\u00e9gie digitale. Le champ d\u2019action digital y sera limit\u00e9 (site web, intranet, relation client) et les initiatives dispers\u00e9es, moins de 5% <\/b>de l\u2019activit\u00e9 de l\u2019entreprise sera driv\u00e9e par le digital.<\/p>\n

Au niveau suivant, se trouvent des entreprises au stade de la consolidation <\/b>de l\u2019expertise, dans lesquelles les comp\u00e9tences web sont centralis\u00e9es, les comp\u00e9tences renforc\u00e9es dans les domaines o\u00f9 standardisation et expertise ont un fort impact. C\u00f4t\u00e9 clients le digital est int\u00e9gr\u00e9 dans les KPI (key performance indicators<\/i>), en interne de v\u00e9ritables portails collaboratifs sont install\u00e9s. A ce stade, moins de 25%<\/b> de l\u2019activit\u00e9 de l\u2019entreprise sera driv\u00e9e par le digital.<\/p>\n

Les entreprises les plus matures seront au stade de l\u2019int\u00e9gration <\/b>caract\u00e9ris\u00e9 par l\u2019alignement et l’int\u00e9gration des activit\u00e9s digitales \u00e0 travers toutes les entit\u00e9s op\u00e9rationnelles de l\u2019entreprise. Le digital est ici totalement int\u00e9gr\u00e9 aux process business et op\u00e9rationnels de l\u2019entreprise, les collaborateurs de l\u2019entreprise sont form\u00e9s au digital. Plus de 25%<\/b> de l\u2019activit\u00e9 de l\u2019entreprise est driv\u00e9e par le digital.<\/p>\n

Pour gagner en maturit\u00e9, les trois dimensions \u00a0sont \u00e0 travailler (clients, collaborateurs, process m\u00e9tiers\/IT) et un levier transverse \u00e0 actionner pour gagner en maturit\u00e9\u00a0: l\u2019innovation<\/b>.<\/p>\n

Quels leviers pour r\u00e9ussir sa transition num\u00e9rique\u00a0?<\/h2>\n

Quel que soit le degr\u00e9 de maturit\u00e9 de l\u2019entreprise, la r\u00e9ussite d\u2019une transition num\u00e9rique va passer par un certain nombre de passages oblig\u00e9s.<\/p>\n

Au 1er<\/sup> rang d\u2019entre eux, la mise \u00e0 niveau les comp\u00e9tences <\/b>digitales de l\u2019entreprise, en structurant la mont\u00e9e en comp\u00e9tence de mani\u00e8re personnalis\u00e9e et cibl\u00e9e par des cursus de formation adapt\u00e9s. \u00a0Elle doit viser tous les niveaux hi\u00e9rarchiques, notamment les niveaux management d\u00e9cidant des budgets et des plans d\u2019action.<\/p>\n

Booster la communication interne autour du digital<\/b> pour sensibiliser l\u2019entreprise dans son ensemble dans la dur\u00e9e est \u00e9galement un incontournable\u00a0: il faut occuper le terrain, de mani\u00e8re r\u00e9currente, \u00e0 travers tous les canaux internes disponibles.<\/p>\n

La mise en valeur des projets et des exp\u00e9rimentations en cours permettra en particulier de rendre tangibles et concrets les apports du digital dans le quotidien<\/b> des collaborateurs et des m\u00e9tiers. Mais d\u2019autres moyens pourront \u00eatre utilis\u00e9s pour rendre concret le digital\u00a0comme la mise en place et le partage d\u2019un nombre limit\u00e9 d\u2019indicateurs signifiants de l\u2019apport du digital (augmentation business, r\u00e9duction co\u00fbts, efficacit\u00e9 des dispositifs, \u2026).<\/p>\n

Enfin, une gouvernance d\u00e9di\u00e9e<\/b> permet de favoriser l\u2019appropriation. Il est recommand\u00e9 de favoriser un mod\u00e8le de gouvernance transverse, qui s\u2019assure de la p\u00e9n\u00e9tration du digital dans les process et int\u00e8gre le digital dans les KPI de l\u2019entreprise, et de mettre en place des p\u00f4les d\u2019expertise digitale.<\/p>\n

Concr\u00e9tiser et cr\u00e9dibiliser une transition num\u00e9rique, mode d\u2019emploi<\/h2>\n

Rendre le digital concret, valoriser \u00a0les exp\u00e9rimentations, constituent est un levier essentiel de la transition num\u00e9rique. Si nombre de grandes entreprises fran\u00e7aises disposent d\u2019\u00e9quipes qui exp\u00e9rimentent et produisent au quotidien des innovations dans le domaine du num\u00e9rique, ces initiatives sont bien souvent dispers\u00e9es dans des d\u00e9partements diff\u00e9rents, voire des unit\u00e9s d\u2019affaires distinctes. Pour tirer profit de ces organisations, il est n\u00e9cessaire de mobiliser ces \u00e9quipes en une communaut\u00e9 pour f\u00e9d\u00e9rer leurs initiatives. L\u2019objectif \u00e9tant de canaliser les \u00e9nergies pour obtenir une \u00e9mulation positive en phase d\u2019incubation et de prototypage.<\/p>\n

Ensuite, il faut passer rapidement de l\u2019id\u00e9e papier au prototype concret puis au projet industrialisable.<\/b> Il s\u2019agit de concevoir et produire syst\u00e9matiquement les exp\u00e9rimentations de mani\u00e8re incr\u00e9mentale de sorte \u00e0 valider les usages sur des p\u00e9rim\u00e8tres limit\u00e9s et ma\u00eetris\u00e9s. L\u2019exp\u00e9rimentation se veut alors pragmatique et l\u2019\u00e9quipe projet garde en ligne de mire la capacit\u00e9 \u00e0 en g\u00e9n\u00e9raliser le r\u00e9sultat. Les exp\u00e9rimentations digitales se doivent donc d\u2019\u00eatre modulaires.<\/p>\n

Pour r\u00e9ussir cette phase cl\u00e9 de la transition num\u00e9rique des dispositifs op\u00e9rationnels adapt\u00e9s doivent \u00eatre d\u00e9ploy\u00e9s ou revitalis\u00e9s. Les exemples de dispositifs sont nombreux et\u00a0 peuvent \u00eatre de natures diff\u00e9rentes (internes, externes ou mixte) ; deux d\u2019entre eux nous semblent particuli\u00e8rement pertinents pour concr\u00e9tiser la transition num\u00e9rique : le laboratoire digital <\/b>et le plateau innovant et agile.<\/b><\/p>\n

Le laboratoire digital permet de tester et d\u2019optimiser les services digitaux selon un dispositif souple : le\u00a0 test and learn<\/i>. Le plateau innovant et agile favorise quant \u00e0 lui l\u2019appropriation du digital et la gestion des projets \u00e0 travers la mise en place d\u2019un lieu d\u00e9di\u00e9 \u00e0 l\u2019usage des technologies et favorisant les \u00e9changes th\u00e9matiques.<\/p>\n

Tent\u00e9s par l\u2019aventure du digital\u00a0? Voici les 4 facteurs cl\u00e9s de succ\u00e8s \u00e0 retenir.<\/p>\n

Exp\u00e9rimentation. <\/b>Le digital est un terrain d\u2019exp\u00e9rimentation pour apprendre, monter en comp\u00e9tences. Les cycles de d\u00e9cision doivent \u00eatre courts pour laisser place \u00e0 la mise en place de pilotes et autres proof of concept<\/i> (POC). C\u2019est l\u2019analyse continue de ces retours terrains qui augmentera la pertinence des d\u00e9cisions.
\n
\nSponsoring. <\/b>Car il doit \u00eatre fort et embl\u00e9matique \u00e0 tous les niveaux.<\/p>\n

Exemplarit\u00e9. <\/b>Car la transition digitale ne s\u2019op\u00e8re pas par des discours mais par la mise en valeur d\u2019initiatives concr\u00e8tes.<\/p>\n

R\u00e9currence. <\/b>Le digital ne s\u2019implante pas \u00e0 coup de \u00ab\u00a0campagnes\u00a0\u00bb mais par des actions continues et r\u00e9currentes, donnant \u00e0 voir de mani\u00e8re r\u00e9guli\u00e8res des avanc\u00e9es tangibles.<\/p>\n

Convaincus\u00a0? En avant pr\u00eats, digitalisez\u00a0!<\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Alors que la majorit\u00e9 des collaborateurs des entreprises consid\u00e8re la transformation num\u00e9rique comme in\u00e9luctable et g\u00e9n\u00e9ratrice de progr\u00e8s, les entreprises ont parfois du mal \u00e0 se mettre en mouvement. Mon entreprise doit-elle se lancer\u00a0? Quelle trajectoire digitale dessiner, comment\u00a0? Quels…<\/p>\n","protected":false},"author":47,"featured_media":5026,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[37],"tags":[1634],"coauthors":[805],"class_list":["post-5582","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digital-innovation","tag-transition-numerique"],"acf":[],"yoast_head":"\nTransition num\u00e9rique de l\u2019entreprise, passer de l\u2019id\u00e9e... \u00e0 l\u2019action - RiskInsight<\/title>\n<meta name=\"description\" content=\"Transition num\u00e9rique: quelques cl\u00e9s pour donner \u00e0 son entreprise la bonne strat\u00e9gie digitale...\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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