{"id":6780,"date":"2015-01-08T09:25:50","date_gmt":"2015-01-08T08:25:50","guid":{"rendered":"http:\/\/www.solucom-insight.fr\/?p=6780"},"modified":"2015-02-05T17:35:45","modified_gmt":"2015-02-05T16:35:45","slug":"valorisation-des-donnees-dans-lenergie-comment-rattraper-le-retard","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/01\/valorisation-des-donnees-dans-lenergie-comment-rattraper-le-retard\/","title":{"rendered":"Valorisation des donn\u00e9es dans l\u2019\u00e9nergie, comment rattraper le retard ?"},"content":{"rendered":"

La valorisation des donn\u00e9es suppose la mise en \u0153uvre d\u2019une d\u00e9marche nouvelle : diversit\u00e9 des comp\u00e9tences n\u00e9cessaires, incertitude du r\u00e9sultat, n\u00e9cessit\u00e9 d\u2019une approche innovante r\u00e9solument tourn\u00e9e vers le futur\u2026 Comment r\u00e9ussir une telle d\u00e9marche ?<\/em><\/p>\n

Des freins bien pr\u00e9sents que le secteur de l’\u00e9nergie doit apprendre \u00e0 ma\u00eetriser<\/h2>\n

Il existe un certain nombre de freins \u00e0 la d\u00e9marche de valorisation des donn\u00e9es. Ceux-ci concernent en premier lieu le cadre externe qui dispose de sa propre logique. D\u2019autre part, les processus, r\u00e9f\u00e9rentiels, ainsi que la culture des grands groupes sont souvent peu adapt\u00e9s.<\/p>\n

Un cadre l\u00e9gislatif et normatif incertain<\/b><\/h3>\n

Quel que soit le secteur d\u2019activit\u00e9, le droit de la donn\u00e9e est un sujet sensible, en particulier dans le cadre de la CNIL. Il s\u2019agit de savoir jusqu\u2019\u00e0 quel niveau de d\u00e9tail on peut agr\u00e9ger les donn\u00e9es et ce que l\u2019on est en droit d\u2019en faire.<\/p>\n

Pour le secteur de l\u2019\u00e9nergie, il faut aussi prendre en compte le cadre r\u00e9gulatoire de la CRE* qui s\u2019ajoute \u00e0 l\u2019environnement r\u00e9glementaire g\u00e9n\u00e9ral. Deux freins principaux doivent \u00eatre surmont\u00e9s : un cadre pr\u00e9cis et contraignant de propri\u00e9t\u00e9 et de circulation des donn\u00e9es entre les acteurs, ainsi qu\u2019un processus d\u2019instruction et de validation de catalogues de prestations peu adapt\u00e9 \u00e0 une d\u00e9marche d\u2019innovation foisonnante.<\/p>\n

Pour les \u00e9nerg\u00e9ticiens historiques, le droit de la concurrence constitue une limite forte : comment diff\u00e9rencier et diversifier son activit\u00e9 en g\u00e9rant le risque li\u00e9 au concept \u00ab d\u2019acteur dominant \u00bb ?<\/p>\n

Enfin, et en dehors de toute notion r\u00e9glementaire, le sujet est marqu\u00e9 par l\u2019incertitude sur les standards et normes qui s\u2019imposeront dans le futur.<\/p>\n

Des processus et r\u00e9f\u00e9rentiels internes peu adapt\u00e9s<\/b><\/h3>\n

Les processus et la d\u00e9finition claire des responsabilit\u00e9s font la force des grands groupes. Ils peuvent s\u2019appuyer dessus pour garantir la fiabilit\u00e9 des donn\u00e9es. Un assouplissement est toutefois n\u00e9cessaire pour s\u2019adapter aux besoins d\u2019agilit\u00e9 des initiatives de valorisation de la donn\u00e9e. Avec des cycles de planification \u00e0 pas annuel et une certaine frilosit\u00e9 pour prendre des initiatives quand le ROI reste incertain, l\u2019environnement traditionnel des grandes entreprises n\u2019offre pas la r\u00e9activit\u00e9 n\u00e9cessaire aux projets innovants.<\/p>\n

La posture recommand\u00e9e n\u2019est pourtant pas d\u2019attendre qu\u2019un ROI positif soit garanti pour d\u00e9marrer mais de d\u00e9cider combien l\u2019entreprise est pr\u00eate \u00e0 perdre pour un projet ayant de bonnes probabilit\u00e9s de succ\u00e8s. Force est de constater que les startups <\/i>sont aujourd\u2019hui beaucoup plus aguerries que les grands groupes pour mettre en \u0153uvre ce principe, malgr\u00e9 les moyens plus cons\u00e9quents dont disposent ces derniers.<\/p>\n

Bien souvent, la r\u00e9partition de la propri\u00e9t\u00e9 des donn\u00e9es en interne est \u00e9galement un frein et ralentit leur assemblage et leur recombinaison. Au contraire, les initiatives de valorisation de la donn\u00e9e gagneraient \u00e0 \u00eatre r\u00e9alis\u00e9es dans une approche transversale et ouverte, positionnant ces informations comme un bien commun.<\/p>\n

Les \u00e9nerg\u00e9ticiens doivent d\u00e9passer leurs carcans culturels<\/b><\/p>\n

L\u2019histoire et l\u2019exp\u00e9rience des grands groupes de l\u2019\u00e9nergie est parfois un frein \u00e0 la d\u00e9marche de valorisation de la donn\u00e9e. Tout d\u2019abord, il est difficile de s\u2019\u00e9manciper des business models <\/i>\u00e9tablis parce que cela implique une prise de risque. D\u2019autre part, le cloisonnement interne peut freiner les d\u00e9marches et regards transverses.<\/p>\n

En outre, la difficult\u00e9 de mise en \u0153uvre des partenariats n\u2019est pas n\u00e9gligeable. Elle rel\u00e8ve de la crainte d\u2019une \u00abfuite de valeur \u00bb et d\u2019une h\u00e9g\u00e9monie relationnelle qui se caract\u00e9rise par un rapport \u00ab donneur d\u2019ordre \/ prestataire \u00bb tr\u00e8s diff\u00e9rent du mod\u00e8le partenarial. Enfin, les groupes fran\u00e7ais se contentent parfois de retours d\u2019exp\u00e9rience de projets nationaux sans s\u2019enrichir, en compl\u00e9ment, des retours d\u2019exp\u00e9rience d\u2019autres zones g\u00e9ographiques.<\/p>\n

Des leviers r\u00e9els et disponibles \u00e0 mobiliser pour valoriser la donn\u00e9e dans l’\u00e9nergie<\/h2>\n

Mettre en place une d\u00e9marche de valorisation des donn\u00e9es peut \u00eatre facilit\u00e9 par quelques actions cl\u00e9s.<\/p>\n

1 – Mettre en \u00e9vidence la n\u00e9cessit\u00e9 de la d\u00e9marche<\/b><\/h3>\n

L\u2019immobilisme entra\u00eene des risques importants \u00e0 terme pour l\u2019entreprise. Ces menaces peuvent \u00eatre soulign\u00e9es\u00a0aux acteurs internes pour les mobiliser. On peut citer par exemple le risque d\u2019interposition : si l\u2019entreprise\u00a0 ne valorise pas elle-m\u00eame ses donn\u00e9es, d\u2019autres le feront \u00e0 sa place, ce qui aura des cons\u00e9quences sur son business<\/i>. Il peut aussi \u00eatre pertinent de pointer les initiatives et les nouveaux acteurs qui agissent et peuvent g\u00e9n\u00e9rer des impacts sur la position de l\u2019entreprise.<\/p>\n

2 – Promouvoir la \u00ab <\/b>data value attitude <\/i><\/b>\u00bb<\/b><\/h3>\n

Afin de r\u00e9ussir cette d\u00e9marche de valorisation des donn\u00e9es, il est essentiel de d\u00e9velopper l\u2019ouverture et l\u2019intelligence collective, interne et externe, ainsi que de s\u2019appuyer sur la cr\u00e9ativit\u00e9 et les comp\u00e9tences des\u00a0start-ups<\/i>. Des digital natives <\/i>peuvent notamment \u00eatre recrut\u00e9s pour enrichir les \u00e9quipes de l\u2019entreprise.<\/p>\n

Il est \u00e9galement n\u00e9cessaire d\u2019adapter les business plans <\/i>\u00e0 la souplesse des projets de valorisation de la donn\u00e9e.\u00a0Pour cela il faut, d\u2019une part, rechercher un business <\/i>rentable en s\u2019appuyant sur les r\u00e9sultats tout en \u00a0reconnaissant la prise de risque d\u2019un tel projet.<\/p>\n

D\u2019autre part, il faut faire preuve d\u2019opportunisme. Enfin, il faut adopter un rythme dans la prise de d\u00e9cision qui permette de garantir une progression par petites \u00e9tapes mais sans retour en arri\u00e8re.<\/p>\n

Dernier \u00e9l\u00e9ment de \u00ab data value attitude <\/i>\u00bb, il est indispensable de rechercher explicitement les partenariats win-win <\/i>en identifiant et organisant les b\u00e9n\u00e9fices r\u00e9ciproques dans la dur\u00e9e et en impliquant le juridique comme une expertise au service du succ\u00e8s.<\/p>\n

3 – Obtenir des succ\u00e8s gr\u00e2ce \u00e0 l\u2019exp\u00e9rimentation<\/b><\/h3>\n

Sur les grandes facettes que sont les b\u00e9n\u00e9fices clients et les b\u00e9n\u00e9fices industriels, il appara\u00eet n\u00e9cessaire de conduire les projets par \u00e9tapes avec des POCs et des d\u00e9monstrateurs.<\/p>\n

Les clients doivent \u00eatre int\u00e9gr\u00e9s \u00e0 cette d\u00e9marche afin d\u2019identifier, tester et d\u00e9velopper des services utiles, \u00a0visibles, simples, fiables et attractifs. Cela permet d\u2019associer une pens\u00e9e cr\u00e9ative sur les usages avec les besoins fondamentaux.<\/p>\n

L\u2019entreprise doit quant \u00e0 elle identifier, tester et d\u00e9velopper des services optimisant la performance industrielle.\u00a0Il peut par exemple s\u2019agir de travailler sur le pilotage, la d\u00e9mat\u00e9rialisation des processus ou encore la maintenance pr\u00e9dictive.<\/p>\n

Vaste mais n\u00e9cessaire programme pour le secteur de l’\u00e9nergie !<\/p>\n","protected":false},"excerpt":{"rendered":"

La valorisation des donn\u00e9es suppose la mise en \u0153uvre d\u2019une d\u00e9marche nouvelle : diversit\u00e9 des comp\u00e9tences n\u00e9cessaires, incertitude du r\u00e9sultat, n\u00e9cessit\u00e9 d\u2019une approche innovante r\u00e9solument tourn\u00e9e vers le futur\u2026 Comment r\u00e9ussir une telle d\u00e9marche ? Des freins bien pr\u00e9sents que…<\/p>\n","protected":false},"author":48,"featured_media":6782,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[40,34],"tags":[189,300,1776],"coauthors":[830],"class_list":["post-6780","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-energie-utilities","category-strategie-d-entreprise","tag-big-data","tag-energie","tag-valorisation-des-donnees"],"acf":[],"yoast_head":"\nValorisation des donn\u00e9es dans l\u2019\u00e9nergie, comment rattraper le retard ? - RiskInsight<\/title>\n<meta name=\"description\" content=\"La valorisation des donn\u00e9es suppose la mise en \u0153uvre d\u2019une d\u00e9marche nouvelle.\" \/>\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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