Cigref's activity report...3. Contents 04 Chairman's Editorial 06 Cigref, on the eve of its 50th...
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Cigref's activity report
Transcript of Cigref's activity report...3. Contents 04 Chairman's Editorial 06 Cigref, on the eve of its 50th...
Cigref 's activity report
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Achieving digital success to help
promote the economic growth and
competitiveness of its members,
who are major French corporations
and public administrations, and
users of digital solutions and
services
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Contents
04 Chairman's Editorial
06 Cigref, on the eve of its 50th anniversary
08 About Cigref
10 Cigref 's dashboard
12 2018/2019 publications
14 Cigref members and governance
18 7 strategic priorities
20 Competitiveness & performance
26 Training, skills & talents
30 Digital foresight & forward-planning
35 Trusted digital technology
41 Ecosystems
45 Ethics
48 Supplier relationships
54 2019/2020 agenda
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CHAIRMAN'S EDITORIAL
Digital technology that is sustainable, responsible and trusted!
Our association's activities over the past 12 months have confirmed our assessment of the digital transformations under way in the major companies and public administrations which are members of Cigref. These changes are showing no signs of slowing down; indeed they are accelerating and have reached a kind of cruising speed. Whatever analogy we choose to use, this observation appears to be shared widely by our community of digital technology practitioners. Not because we are short of perspectives on technology: we are all involved in digital transformation projects that are turning conventional practice on its head in numerous business sectors. And in the years to come we will have to come to terms with all their consequences for business models, technical architectures and the very nature of our organisations, along with numerous topics such as the arrival of 5G, the "platformisation" of our activities, the emergence of edge computing as a counterpoint to cloud computing, and in the longer term the first manifestations of quantum computing.
But an increasing number of us are seeing the emergence of a new demand: that we question the very foundations of the transformation projects we are leading, take a critical view of their promises of value creation for our organisations, and
confront the ethical repercussions of what might be termed a technological sheep mentality. In the current context , we will not be neglecting these discussions. The challenges to meet are immense if we are to play leading roles in the move towards a sustainable, responsible, trusted form of digital technology, while the key functions of our large organisations and the overwhelming majority of their processes are now driven by digital systems;
this situation is only becoming more pronounced.
Sustainable
As news story after news story reminds us every day, the predictions of the climate's future are gloomy indeed. It seems increa-
singly unlikely that humankind will manage to es-cape the painful consequences of climate change unless we step back from our growth model. While science and technology are being harnessed in the search for possible solutions, in themselves they will not be enough to prevent the most pessimis-tic scenarios from coming to pass. It appears more and more likely that we will have to face up to the need to think in completely new ways, and change our lifestyles and business practices. Our digital technology businesses will also have to confront this requirement.
Confronting the ethical
consequences of a "technological sheep mentality"
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Responsible
Faced with vendors of digital solutions and services who are developing an increasingly varied offering, increasingly seductive marketing and increasingly aggressive business practices, we have three responsibilities. Firstly, to step back from the bandwagon and refocus our projects on value creation for the organisation. Next , to think through the social consequences of technological decisions and to anticipate, or even avert , them. Lastly, although this is nothing new, to guarantee the continuity of the digital services that underpin business activity, and master them in all their technical and organisational complexity.
Trusted
If we are not careful, we could find ourselves facing a serious crisis of trust in the digital services that are available to our companies, employees and customers. We have already laid some of the groundwork by implementing the General Data Protection Regulation in our organisations. But we will need to do more. Many companies are regularly targeted by cyberattacks the origin and perpetrators of which are always hard to determine. As attempted fraud, destabilisation activities and economic warfare proliferate, trust crumbles away. What 's more, the regulatory provisions adopted by some national governments are imposing serious legal uncertainty on European businesses as they protect their strategic data. Against this backdrop, initiatives such as the Appel de Paris, backed by Cigref in January 2019, and which
seek to develop a body of international public law governing cyberspace, point in the right direction. But there remains much to do to restore the trust without which digital technology cannot develop harmoniously and promote economic growth and the modernisation of society.
A new strategic approach
To meet these many challenges, Cigref is developing a new framework for strategic discussion to shed light on the path to follow if we are to pass the tests of the "pari numérique" (digital gamble), a play on the title of the book written in 1968 by Pierre Lhermitte, Founder-President of Cigref, entitled "Le Pari informatique" (the IT gamble). This new methodological approach will help us to steer the work we need to undertake in the coming years. The time was right to bring more dynamism and agility to Cigref 's strategic thinking.
On the eve of its fiftieth birthday, Cigref is putting itself in a position to meet the challenges facing each of its members, in an ever more uncertain environment, focusing on achieving digital success, with the ultimate aim of entering a new age, for a better or at least a controlled future, an age of reason.
Bernard DuverneuilCigref 's Chairman
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Cigref, on the eve of its 50th anniversary!
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ABOUT CIGREF
DASHBOARD
2018/2019 PUBLICATIONS
MEMBERS AND GOVERNANCE
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ABOUT CIGREF
Cigref: a stakeholder in the digital society!
Cigref is an association which represents the largest French corporations and public administrations, and supports its members by organising, facilitating and reporting their collective thinking on digital issues.
The network, created in 1970, has for over 50 years sought to develop its members' ability to assimilate and master digital technology. It is a unifying player in the digital society, thanks to its high-quality thinking and the extent to which it represents its members. It currently represents more than 150 private and public members across all business sectors, all users of digital services or solutions. It is overseen by 15 board members who are elected by the General Assembly. Its day-to-day work is carried out by a team of ten permanent members of staff. Cigref has since 2016 been led by Bernard Duverneuil.
To achieve its mission, to promote economic growth and the competitiveness of its members, Cigref counts on three main activities, which make it unique.
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INFLUENCE
As an independent forum in which practitioners and actors can discuss and create, it is a benchmark recognised by its
whole ecosystem. Cigref speaks with one voice
on behalf of major French corporations and public
administrations on the subject of digital technology.
Its members share their experiences in working groups in
order to elicit best practices.
Cigref takes part in group discussions of the economic and societal issues raised by
information technologies.
Founded nearly 50 years ago, it draws its legitimacy from both its history and its understanding of technical
topics, giving it a solid platform of skills and know-
how, the foundation stones of digital technology.
Cigref ensures that its member organisations'
legitimate interests are known and respected.
As an independent forum in which practitioners and actors can discuss and create, it is a benchmark recognised by its
whole ecosystem.
BELONGING INTELLIGENCE
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CIGREF DASHBOARD
Cigref, serving its members
200,000 Internal employees in IT
27 reports published since the start of the financial period, in English and French.
154Member organisations
1,700 bn Cumulative revenues
9 MM Number of employees
50 bn Overall IT budget
The major French corporations and public administrations that are members of Cigref, all users of digital systems, are representative of French economic activity and its different business sectors (banking, insurance, energy, distribution, industry, services, etc.).
Building on the discussions held in its working groups and clubs, and the sharing of experience between member leaders and organisations, every year Cigref publishes numerous studies covering all aspects of digital technology. Cigref 's publications are freely available at www.cigref.fr
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This year, more than 600 employees of member corporations and public administrations have contributed to Cigref 's work.
In 2020, Cigref will be celebrating 50 years of serving the economic growth of corporations and the performance of public administrations.
Fit-outs of premises, strategic post-2020 thinking, an image study and modernisation of its comms... Cigref is evolving!
For the last 10 years, on Cigref 's initiative, the EuroCIO association has been coordinating and facilitating a community of European CIOs.
For the last year, sponsored by Cigref and numerous stakeholders, the Femmes@Numérique initiative has been pushing for greater female involvement in digital.
70public
interventions
126media
follow-ups
7,5KTwitter
followers
3,4KLinkedIn followers
115Kvisits to
www.cigref.fr
25working
groups & clubs
44Kpublications downloaded
80%participation
rate in activities
FOCUS
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CIGREF PUBLICATIONS IN 2018/2019
Enjoy free access to Cigref 's publications, which are the fruit of the collective intelligence of its working groups or discussions conducted with the professionals in its ecosystem
Guide d’audit de la gouvernance du système d’information de l’entreprise numérique
IT Governance: Audit guide for companies in the digital era
Cybersécurité & Innovation en Israël : retour sur la learning expedition du Cigref
Cyber & Innovation in Israël: Cigref Learning expedition in November 2018
Mise à jour 2018 de la Nomenclature des métiers SI du Cigref
Technologies numériques et architecture d’entreprise : l'architecte à l'ère digitale
Digital technologies and enterprise architecture: the Architect in the digital era
Blockchain : passer de la théorie à la pratique dans les grandes entreprises
Blockchain: from theory to practice in large companies
Evolution de l’environnement de travail : la DSI au service de l’expérience salarié
The 5-year evolution of the working environment
Ethique & Numérique : un référentiel pratique pour les acteurs du numérique
Digital ethics: a guide for professionals of the digital age
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Open source : une alternative aux grands fournisseurs du numérique
Open source: an alternative to major IT providers
Agile at scale : Mise en oeuvre de l’agilité à l’échelle de l’entreprise
Agile at scale: Implementing agility on a company-wide scale
SAM : De la gestion des actifs logiciels à l’optimisation des services
SAM : From software asset management to services optimisation
Cybersécurité : Visualiser, comprendre, décider
Cybersecurity: Visualize, Understand, Decide
IA : Stratégies, gouvernances et challenges de l’intelligence artificielle en entreprise
AI in companies: Strategies, governance and challenges of data intelligence
Tendances du marché de l’IT en 2018 : Analyse et vision des DSI membres du Cigref
French CIOs share their analysis of the main trends in the IT 2018 market
La stratégie, c’est fini ? 10 clés pour aborder la stratégie dans un monde en mutation
Modèle d’analyse et de benchmarking des coûts informatiques
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ACCOR - Gilles de RichemondACOSS - Jean-Baptiste CouroubleADEO - Matthieu GrymonprezAG2R LA MONDIALE - Corinne DajonAGIRC ARRCO Gie - Thierry DimeglioAIR FRANCE KLM - Jean-Christophe LalanneAIR LIQUIDE - Joanne DevalAIRBUS - Marc FontaineALLIANZ SI - Catherine BrillaudAMADEUS - Christophe BousquetAP-HP - Laurent TreluyerARKEMA - Jean-Charles HardouinAUCHAN - Philippe DurotAVIVA - Daniel DupuyAXA - Marc BlottièreBANQUE DE FRANCE - Michel SpiriBIOMÉRIEUX - Marc BonnetBNP PARIBAS - Bernard GavganiBOLLORÉ TECHNOLOGIES - Baladji SoussilaneBONDUELLE - Marie-Charlotte BoucheryBOUYGUES - Gilles ZancanaroBOUYGUES IMMOBILIER - Henri de ChazournesBPCE - Richard ValentiBPI FRANCE - Moktar Ben BelgacemCAISSE DES DÉPÔTS - Patrick Laurens-FringsCARREFOUR - Frédéric EichCASINO - Cyrille ElsenCEA - Fabrice LefebvreCHANEL - Bruno MénardCNAF - Vincent RavouxCNAM - Alain IssarniCNAV-TS - Véronique PucheCNES - Cathy Lacomme-VerbiguiéCNP - Thierry DesvignesCONFORAMA - Michel MorvanCOVEA (MAAF-MMA-GMF) - Pascal MartinezCRÉDIT AGRICOLE SA - Eric BaudsonDANONE - Jean-Michel Egu
Jean-Michel ANDRÉGroupe SEB
Administrator Cigref
Bruno BROCHETONEuro Disney
VP Cigref
Corinne DAJONAG2R LA MONDIALEAdministrator Cigref
CIGREF MEMBER ORGANISATIONS AND THEIR REPRESENTATIVES (AS OF 1 SEPT. 2019)
DIRECTORSOF CIGREF
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DASSAULT AVIATION - Laurent BendavidDINSIC - Nadi Bou HannaEDENRED - Dave UbachsEDF - Christophe SalomonEIFFAGE - Stéphane RousseauELIOR GROUP - Bernard DuverneuilELIS - François BlancENEDIS - Jean-Claude LarocheENGIE - Yves Le GélardERAMET - Jean-François HuetESSILOR - Eric JavellaudEURO DISNEY - Bruno BrochetonEURO INFORMATION / CRÉDIT MUTUEL - Frantz RubléEUROPCAR - Damien BasselierFAURECIA - Eric GodardFONDATION DE FRANCE - Sophie PourchetFRANÇAISE DES JEUX - Xavier EtienneFRANCE TELEVISIONS - Philippe RouaudGEFCO - Jean-Luc GalziGENERALI - Karim BouchemaGEODIS INTERSERVICES - Henri LinièreGETLINK - Frédéric RigaGIP MDS - Elisabeth Humbert-BottinGRDF - Tien Than-TrongGROUPAMA G2S - Philippe BelloriniGROUPE 3M - Jean-Philippe CaillatGROUPE ACTION LOGEMENT - Benito DizGROUPE ADP - Gilles LévêqueGROUPE BEL - Malika MirGROUPE POMONA - Philippe DoubletGROUPE PSA - Jean-Luc PerrardGROUPE ROCHER - Jean-Charles VerdierGROUPE SAVENCIA - Bruno NeyretGROUPE SEB - Jean-Michel AndréGROUPEMENT DES MOUSQUETAIRES - Christophe LerayGRTgaz - Hervé ConstantHAGER GROUP - Etienne DockHARMONIE MUTUELLE - François Couton
Bernard DUVERNEUILElior Group
Cigref 's Chairman
Emmanuel GAUDINLagardère
Administrator Cigref
Jean-Christophe LALANNEAir France KLM
VP Cigref
DIRECTORSOF CIGREF
CIGREF MEMBER ORGANISATIONS AND THEIR REPRESENTATIVES (AS OF 1 SEPT. 2019)
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ICADE - Victoire AubryIDEMIA - Jacques-Benoît Le BrisINRIA - Florian DufourIPSEN - Jerzy JaneczkoJC DECAUX - Pierre Niox-ChâteauKEOLIS - Emmanuel YonKERING - Nicolas GauthierKLESIA - Jérôme SennelierL’ORÉAL - Etienne AubourgLA MUTUELLE GÉNÉRALE - Pierre MasLA POSTE - Bruno EchardourLABORATOIRES PIERRE FABRE - Sacha HilicLABORATOIRES SERVIER - Marc SancierLACTALIS - Laurent SINGERLAGARDERE - Emmanuel GaudinLISI AEROSPACE - Christian GuyLVMH - Mohamed MarfoukMACIF - Eric SorinMAIF - Nicolas SieglerMAÏSADOUR - Olivier CailMALAKOFF MEDERIC HUMANIS - Eric VaudaineMANPOWER - Alfonso GonzalezMATMUT - David QuantinMGEN - Vincent DussaucyMICHELIN - Yves CaseauMINISTÈRE DE L’ÉCONOMIE - Bruno LatombeMINISTÈRE DE L’ÉDUCATION NATIONALE - Jean-Marc MerriauxMINISTÈRE DE L’INTÉRIEUR - Vincent NiebelMINISTÈRE DES ARMÉES - Arnaud CoustillièreMINISTÈRES ECOLOGIE ET TERRITOIRES - Christophe BoutonnetMINISTÈRES SOCIAUX - Hélène BrissetNAVAL GROUP - Ahmed BennourNEXANS - François LavernosNEXITY - Yann LudmannNEXTER GROUP - Emmanuel LangloisORANGE - Thierry SoucheORANO - Jean-Paul AmorosPERNOD-RICARD - Mathieu Lambotte
CIGREF MEMBER ORGANISATIONS AND THEIR REPRESENTATIVES (AS OF 1 SEPT. 2019)
Jean-Claude LAROCHEEnedis
VP Cigref
Yves LE GÉLARDENGIE
Administrator Cigref
Christophe LERAYGpt des Mousquetaires
Administrator Cigref
DIRECTORSOF CIGREF
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PLASTIC OMNIUM - Pascal ZembraPMU - Stéphane ZantainPOLE EMPLOI - Franck DeniéRAMSAY GÉNÉRALE DE SANTÉ - Hubert TournierRATP - Michel CordivalRENAULT SA - Frédéric VincentREXEL - Eric LaterradeRICHEMONT - Joseph GuéganRTE - Sébastien HenryRÉGION ILE-DE-FRANCE - François SubrenatSACEM - Paul Cohen ScaliSAFRAN - Loïc BournonSAINT-GOBAIN - Frédéric VergerSANOFI - Rémi Le GoasSCHNEIDER ELECTRIC - Robert AuffraySCOR - Marc PhilippeSECURITÉ SOCIALE INDÉPENDANTS - Patrick RigucciniSFR SI - Christophe DelayeSMA - Olivier OslizloSNCF - Denis LosfeltSNCF RÉSEAU - Rémy BerthouSOCIÉTÉ GÉNÉRALE - Christophe LeblancSOCOTEC - Bruno AnnicSODEXO - Stéphane RebièreSPIE - Nicolas EremeefSTEF - Léon de SahbSUEZ - Patrice ValadeauSYSTEME U - Philippe Le CamTDF - Djilali KiesTERRENA - Ludovic DecourcelleTHALES - Christophe HuerreTOTAL - François TeteTRANSDEV - Alain LarousseUNIBAIL RODAMCO WESTFIELD - Etienne FeassonVALEO - Christophe AubeyVALLOUREC - Barthélemy LonguevilleVEOLIA - Didier BoveVINCI - Samir Hatim
CIGREF MEMBER ORGANISATIONS AND THEIR REPRESENTATIVES (AS OF 1 SEPT. 2019)
Gilles LÉVÊQUEGroupe ADP
Administrator Cigref
Philippe ROUAUDFrance Télévisions
Administrator Cigref
Stéphane ROUSSEAUEiffage
VP & Treasurer Cigref
DIRECTORSOF CIGREF
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Digital success, with 7 strategic priorities.
02.
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COMPETITIVENESS & PERFORMANCE
TRAINING, SKILLS & TALENTS
DIGITAL FORESIGHT & FORWARD-PLANNING
TRUSTED DIGITAL TECHNOLOGY
ECOSYSTEMS
ETHICS
SUPPLIER RELATIONS
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COMPETITIVENESS & PERFORMANCE
Laying the groundwork, up to the highest levels of the State, for a belief, shared by the leaders of corporations and public
administrations, that digital success is an overwhelming necessity that will act as a catalyst for economic growth and job creation.
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COMPETITIVENESS & PERFORMANCE
The Digital in Action working group is a forum of trust for sharing views and experience between digital technology leaders and practitioners. In these gatherings, a Cigref member's representative presents his company's digital transformation. Then, each
participant has the opportunity to challenge their own business practices by comparing them with those of their peers.
The working group strives to preserve the confidentiality of discussions so that participants feel able to speak freely. The Digital in Action working group regularly highlights new topics which Cigref then adopts to work on in more depth.
DIGITAL IN ACTION
LEADER
Djilali KiesTDF
WORKING GROUP
Digital transformation at Canal+ by Sylvain Géron, CIO
Schneider Electric's general digital transformation strategyby Robert Auffray, CIO and Digital Transformation Leader Europe
Digital transformation at PSA by Jean-Luc Perrard, CIO and Christophe Rauturier, CDO
La Poste Courrier's transformation strategy by Lionel Chaine, CIO of La Poste Courrier, named “CIO of the year” 2019
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After defining what a platform is, the working group examined the various possible platform strategies for a major corporation. Technology is a key component of platform-based business. Participants considered what IT needs in order to be ready to help, to shape the platform strategy and support its implementation. Lastly, participants examined how to prepare for implementation of the platform strategy over time. This means that information systems and digital solutions must be able to integrate and interoperate with the ecosystem via the platform.
COMPETITIVENESS & PERFORMANCE
Companies are seeking to improve their offerings or develop new business models to better meet their customers' new expectations. In addition, companies do not merely want to have knowledge of their end users' needs, but also to increase interactions with them, thereby moving from a "product" culture which too often comes to an end after a sale, to a "services" culture which engages users over the long term and focuses companies on customer uses. Platforms meet these requirements.
NEW PLATFORM STRATEGIES
LEADERS
Jean-Christophe LalanneAir France KLMStéphane Deux
Europcar
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Business platforms: strategy, design and
implementations
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After restating what 5G is, the working group examined to what extent it is key for major corporations, especially in terms of network virtualisation and network slicing. Participants looked at the disruptive effects of 5G and opportunities for co-innovation. Major corporations noted the importance of contributing to standardisation so that their use cases are considered alongside mass market use cases. Lastly, the working group reflected on how to prepare to harness the potential of 5G, and how to plan so that IT can implement the use cases and the new business models in good time.
COMPETITIVENESS & PERFORMANCE
5G networks herald a transformation that will affect the whole of the economy and society, in a way that was not true for the previous shifts to 2, 3 or 4G. The goals of this working group are to get a better grasp of the opportunities of 5G, to prepare to implement new business models, and to anticipate needs at information system and corporate architecture levels.
THE INFLUENCE OF 5G ON ARCHITECTURES
LEADER
Thierry BorgelIcade
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
5G: planning and opportunities
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The conventional IT/OT dichotomy no longer applies because technologies and skills are converging.
Data correlation and analysis needs do not stop at the factory gates or at the doors of offices and call for similar technologies, such as the Cloud and Artificial Intelligence.
Similarly, cybersecurity measures are gradually being rolled out to all systems to tackle threats to production activity.
Skills sharing is necessary in order to undertake overarching transformation projects. IT and production teams need to begin the process of eliminating the silos that divide them despite having essentially very distinct cultures. IT departments need to grasp issues relating to production and maintenance data (volume, how locally it is processed, continuity of the production chain, etc.) in order to develop solutions tailored to business lines.
COMPETITIVENESS & PERFORMANCE
This working group examined the ways in which the information technologies (IT) and operational technologies (OT) currently used by many member corporations might come together, including with the emergence of Industry 4.0 and the Internet of Things.
INDUSTRIAL / INFORMATION TECHNOLOGIES CONVERGENCE STRATEGIES
LEADER
Gilles LévêqueGroupe ADP
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Convergence of information
technologies (IT) and operational
technologies (OT)
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COMPETITIVENESS & PERFORMANCE
AI: TOWARDS DATA INTELLIGENCE
The AI working group is a permanent forum allowing Cigref members to share their questions and issues, which may be strategic, technical and organisational in nature, about assimilating AI into their companies.
Having been in existence for three years and produced three reports outlining the state of the art in the implementation of AI tools in major organisations, the AI working group has reorganised its proceedings into topical sessions, to be in step with Cigref members' current preoccupations.
LEADER
Christophe Leray Gt des Mousquetaires
Gérard Hatabian EDF
WORKING GROUP
Participants have identified five topics that are among their priorities for the year, and addressed them in sessions during which first-hand accounts have been given:
From POC to the industrialisation of AI projects
AI jobs/teams: training and organisational challenges
The opportunities/risks of AI for business support functions
AI Battle: Open-source AI vs vendor solutions
Impact of voice on customer interactions
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TRAINING, SKILLS & TALENTED PEOPLE
Significantly enhancing the appeal, to women in particular, of jobs in the IT and digital technology sector, and promoting
the development of digital skills in corporations and public administrations, including through lifelong learning.
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Following the report "Agile at scale: implementing agility on a company-wide scale", the working group, attended by thirty corporations, continued to debate and share experience and feedback by holding a seminar entitled "Agility & architecture? Yes, we can!", and working meetings addressing agile budget management, value, and organisational and human issues.
TRAINING, SKILLS & TALENTED PEOPLE
Corporations and public administrations are having to cope with many different forms of disruption and an accelerating transformation of business models, in an increasingly complex and highly uncertain environment, while also
striving to make performance and innovation gains. They want to offer customers more value and attract talented people. Agility at scale is a way to meet these challenges by improving the use of production capacity within organisations.
AGILE AT SCALE
LEADER
Serge BaeyensEngie
WORKING GROUP
Agile at scale : Mise en oeuvre de l’agilité à l’échelle de l’entreprise
Agile at scale: Implementing agility on a company-wide scale
www.cigref.fr
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TRAINING, SKILLS & TALENTED PEOPLE
FEMMES@NUMÉRIQUE INITIATIVE
This working group has for several years served as a forum for discussion of actions companies can take to attract women into digital technology jobs. This year this mission was bolstered by the Femmes@Numérique initiative, to encourage Cigref member organisations to contribute to it.
LEADER
Corinne DajonAG2R LA MONDIALE
WORKING GROUP
While the proportion of women in IT roles in large groups is still below 30%, all companies are taking action to increase this rate (career change, student appeal, information for secondary school pupils, etc.).
Many are trying to think out of the box: bringing women in IT together and turning them into ambassadors for the sector; making IT a step in career paths; helping women to be "daring" and apply for these jobs; and helping them in their managerial roles. Working with in-house women's lobbying groups helps to make these initiatives a success.
(RE)DISCOVER THE FEMMES@NUMÉRIQUE INITIATIVE, ITS AIMS AND THE PEOPLE WHO MAKE IT HAPPEN.
www.femmes-numerique.fr
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Giving a meaning is the main priority that companies need to explore in order to transform. Those that succeed will be the ones that stake everything on talented people, rather than on technology. In order to capitalise on the variety of forms of intelligence and methods of harnessing knowledge and know-how, and be able to pass it on, we must take an interest in individuals and the motivations they find energising and fulfilling to achieve their full potential. This means reinvent talent management around soft skills rather than hard skills, and giving managers the tools to identify individuals' real talents.
TRAINING, SKILLS & TALENTED PEOPLE
Given the shortage of talent, managing human capital is becoming a success factor in corporate transformation. This working group is therefore focused on soft skills: agility, cross-functionality, collaboration between stakeholders, management culture vs expertise culture, etc.
DIGITAL SKILLS AND JOBS
LEADER
Pascal Courthial
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Human capital in the digital transformation
www.cigref.fr
2018 update of Cigref IS jobs profils Nomenclature (Only in french)
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DIGITAL FORESIGHT & FORWARD-PLANNING
Undertaking substantial and generously funded public and private sector research, in order to continue to anticipate and understand
changes in the digital landscape, share findings and restore the strategic autonomy of France and Europe in key technological
domains such as microprocessors, AI, blockchain and augmented reality.
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DIGITAL FORESIGHT & FORWARD-PLANNING
LEARNING EXPEDITION TO CES 2019: DIGITAL@SCALE
The CES is one of the must-visit global innovation shows, a showcase for technological developments. For the fifth year running, a Cigref delegation travelled to meet up with international players, identify the deep-lying trends in the digital
transformation, and share observations and reports with their peers.
LEADER
Bernard DuverneuilElior Group
This year, developments in facial and voice recognition, including language translation applications, 5G to boost object connectivity, as well as progress in screens and materials have created a promising global innovation movement. The maturity of the technologies involved will make it possible to combine them in compelling company-specific use cases. The platform and voice assistant war is still raging, while the battle for talent is beginning to make itself felt at the show. The new awareness of ethical, social and environmental issues mentioned in speeches is yet to be reflected on the booths, but raises hope that the sector will gradually adapt.
LEARNING EXPEDITION
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The aim is to develop a method of study that will promote the emergence of organisational models capable of strengthening connections between IT department and research. This IT-Research collaboration meets IT ' foresight needs and contributes to strategic forecasting.
DIGITAL FORESIGHT & FORWARD-PLANNING
It seems today that while corporations' business divisions are still engaged in R&D, their IT departments generally are not, even though these departments deal with subjects in which R&D plays a key role. Following an initial investigation in 2018, Cigref assembled in 2019 a task force to develop a methodology to educate CIOs and corporations about the contribution made by research to anticipating key future disruptions (in technologies and uses). This work has highlighted the indisputable value that research and forward-planning add to large groups' ability to transform and innovate.
RESEARCH TO BENEFIT DIGITAL TRANSFORMATION
LEADER
Claire WaastEnedis
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Research to benefit digital transformation
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Quantum computing will not make conventional computing obsolete, but will take its place in cryptography, metrology, optimisation, simulation, data analysis and AI. There will be an impact on information systems: companies should prepare for turbulence. Quantum computing and conventional computing will require different mindsets: the tools of the former will not be those of the latter; the skills will not be those currently taught in schools; and new uses will undoubtedly emerge, the scope of which cannot yet be judged.
DIGITAL FORESIGHT & FORWARD-PLANNING
With Quantum computing, companies must prepare a technological disruption that will be major within 5 to 10 years. The working group's discussions aim to raise awareness about and explain in layman's terms the principles of quantum computing so that we understand its scope, potential, challenges and opportunities, and to enable companies to plan ahead and engage from now on.
QUANTUM COMPUTING
LEADER
Jean-Michel AndréGroupe SEB
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Quantum computing - Understanding the
challenges in order to prepare for them
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DIGITAL FORESIGHT & FORWARD-PLANNING
Published for the first time in 2018, the executive summary "2018 IT market trends: Analysis and vision of Cigref member CIOs" aims to share with the Cigref ecosystem how the CIOs of the biggest French corporations view the changes in the digital services market in France and worldwide.
Overseen by three of Cigref 's director-CIOs – Jean-Michel André (Groupe Seb), Bruno Brocheton (Euro Disney) and Christophe Leray (Groupement Intermarché - Les Mousquetaires) – the executive summary restates and adds to the main trends in the IT Market Report , co-produced by Cigref and Magellan Partners, which compiles figures from freely available French, European, and American sources and surveys.
The data from the Report was re-examined in the light of the experience of Cigref 's director-CIOs, and of the work and discussions undertaken within Cigref with the support of its member corporations and public administrations, in order to produce the executive summary, which is due to be published annually in English and French.
IT MARKET TRENDS
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Making cybersecurity a precondition for trust in the digital economy and a strategic area of focus for corporate
competitiveness and efficiency in public organisations.
TRUSTED DIGITAL TECHNOLOGY
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TRUSTED DIGITAL TECHNOLOGY
THE GEOPOLITICS OF CYBERSPACE
Geopolitics is as much a social science as it is a method of reasoning, and Cigref 's members have decided to harness it to enhance their collective understanding of the digital challenges facing global corporations. Getting a better understanding of the nature of digital technology actors and their activities in cyberspace, identifying the new power struggles, notably in the field of technology, and the associated factors in conflicts, and understanding the diplomatic, legal and economic consequences of the rivalries between States and continents are some of the subjects that the Geopolitics working group addresses with a panel of experts.
LEADER
Jean-Christophe LalanneAir France KLM
WORKING GROUP
For instance, the working group hosted Thierry Delville (Ministry of the Interior), Stéphane Taillat (ESM Saint Cyr Coëtquidan) and Alexandre Dieulangard (Citalid) for a round table on the geopolitics of cyberthreats; Julien Nocetti (IFRI) to discuss global digital regulations; and Jean-Louis Gergorin and Léo Isaac-Dognin for a presentation of their book "Cyber, the permanent war", on the new conflicts of the digital era.
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TRUSTED DIGITAL TECHNOLOGY
LEARNING EXPEDITION TO ISRAEL
As part of the Cigref Cybersecurity working group's activites, the aim of this learning expedition was to shine a light on the "startup nation", a leader in cybersecurity, by meeting prominent figures and leaders of key players. Accompanied by three French parliamentarians, the delegation of some twenty digital company leaders immersed itself in the country's innovative culture.
LEADER
Jean-Claude LarocheEnedis
In a tense geopolitical context, and facing increasing cyberattacks, Israel has taken action to cultivate a dynamic ecosystem. Investing in the research, development and marketing of technologies is very much a social and political choice made by government and economic players. The network of national and international actors shares common goals and supports the widespread growth of startups, backed by joined-up educational and military systems.
LEARNING EXPEDITION
Cybersécurité & Innovation en Israël : retour sur la learning expedition du Cigref
Cyber & Innovation in Israël: Cigref Learning expedition in November 2018
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TRUSTED DIGITAL TECHNOLOGY
CYBERSECURITY
The purpose of the Cybersecurity working group is to support Cigref members in their collective discussions in order to make their organisations more cyber-resilient. Cigref members need to address an accelerating rise in cyberthreats, the requirement to ramp up risk management and rethink internal crisis management structures, as well as to develop communication with all employees in order to raise their awareness of digital technology, engage them, and reassure them regarding its development.
LEADER
Jean-Claude LarocheEnedis
WORKING GROUP
To this end, the working group organised a learning expedition to Israel for Cigref members and three parliamentarians in order to explore the country's cybersecurity ecosystem, and sent a delegation to the International Cybersecurity Forum in Lille, in January 2019. In addition, the working group hosted the Managing Director of the French national cybersecurity agency (ANSSI), Guillaume Poupard, for a talk about the latest developments in the implementation of the European Network and Information Security (NIS) directive; Éric Bothorel, MP for Côtes d'Armor, and Erwan Keraudy of CybelAngel for a session on protecting information assets and combating data leaks; and Gérôme Billois (Wavestone) and Charles Rami (Proofpoint) for a round table on briefing the executive committees of major corporations on cybersecurity.
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TRUSTED DIGITAL TECHNOLOGY
PERSONAL DATA
In late 2017, Cigref, AFAI and Tech in France published a report on "Personal data and IS". In parallel, it seemed necessary to monitor companies' actions before, during and after the implementation of GDPR. This tracking of the consequences of
GDPR continued in order to share thoughts on the practices deployed, the difficulties encountered, and success stories.
LEADER
Christina PoirsonSociété Générale
WORKING GROUP
Illustrated by a presentation from OneTrust group, discussion focused on the data processing register, the types of data to log in it, how it is governed and populated, and the types, benefits and drawbacks of available tools.
After presentations by OneCub on data portability and Google on the Data Transfer Project, the working group also considered the portability of personal data, the issues at stake, and how to implement it given the scope of the law.
www.cigref.fr
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In this working group, major corporations reflect on their trusted cloud needs from a technological, legal and contractual perspective. The working group has investigated whether their needs converge with those of the State's dedicated Cloud.
TRUSTED DIGITAL TECHNOLOGY
The State's cloud strategy comprises several levels based on data sensitivity and the sovereign needs of State departments. The main purpose of level 2, "the State's dedicated Cloud", is to combine the benefits of innovative public cloud technologies with the State's security requirements, guaranteed by the French national cybersecurity agency, ANSSI. The aim of this working group is to examine how this State-sponsored infrastructure could be shared with major corporations expressing a similar need.
TRUSTED CLOUD
LEADER
Christophe SalomonEDF
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Trusted cloud
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ECOSYSTEMS
Taking action to create dynamic and enduring ecosystems, in regions, made up of innovative small businesses and startups,
which have the necessary tax and financing arrangements in place to ensure they can grow, access a unified European domestic
market, and are ready to go out and compete in global markets.
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ECOSYSTEMS
DIGITAL PURE PLAYERS
While a large group today needs to be innovative and agile, a digital pure player has to industrialise in order to survive and thrive. So there are a number of shared benefits to their experience and help each other tackle the challenges these organisations all face. This club provides spaces for digital pure players and Cigref members alike to debate and share.
LEADERS
Gilles de Richemond AccorHotels
Philippe RouaudFrance Télévisions
CLUB
For pure players, digital is like a continuum in the sense that they need to never stop running: after technologies, markets, skills, security, and so on.
A company can fail if its IT is obsolete: the need to transform is therefore ongoing, and the time available to master and adapt to technologies is very short.
A company can fail as a result of just one poor hire: it is hard to find high-quality talent and retain it in order to hang on to skills.
A company can fail and disappair at the slightest security failure.
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ECOSYSTEMS
The European association of CIOs (EuroCIO) underwent some far-reaching changes in 2018 in terms of governance and activities. After several member associations left in 2017, the by-laws were revised, the Board was completely refreshed, and the association's programme of activities was completely refocused on the needs of CIOs.
As a member of EuroCIO, Cigref has been represented since the board was reorganised by Emmanuel Gaudin, CIO of Lagardère and a Cigref administrator. One of Emmanuel's duties on the EuroCIO Board is to oversee relations with the EMEA representatives of major digital services suppliers. To this end, he works actively with the Cigref Supplier Relations Club to provide insight into European matters. Especially as EuroCIO is seeking to strengthen ties and spend more time sharing experiences between European CIOs in monthly videoconferences, introduced by a first-person account from a CIO. Sandeep Sen, CIO of Linde, was the first to step up during the summer, sharing confidentially, with around a dozen European CIOs, his challenges and experiences of implementing Salesforce.com in his company.
EUROCIO
On January 1st of 2018, Tanneguy des Rieux replaced Freddy Van den Wyngaert on the
European association's General Secretariat, and Christian Pagel, CIO of Thyssen Krupp, took
over as chairman.
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Smart sourcing is a value-added initiative, based on clear partnerships and the obligation to enter into long-term arrangements. Smart sourcing is not low-cost sourcing but rather best-cost sourcing. The specific deployment framework entails setting goals and scoping, taking a snapshot of existing arrangements and the market, entering into a win-win partnership, determining a method for managing contracts and governing relations between partners, and taking into account in the management of sourcing-related risks.
ECOSYSTEMS
Companies have been outsourcing a whole range of resources for many years now. They are now seeking to take back control of their IT. Cigref has been focusing on new strategies and changes in sourcing practices and strategic needs.
SMART SOURCING STRATEGIES
LEADER
Bruno AnnicSocotec
PILOTE
Jean-Michel AndréGroupe SEB
COMING SOON
ON CIGREF.FR
OCTOBRE 2018PUBLICATION CIGREF
Smart sourcing strategy - towards
smart, win-win, value-added sourcing
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ETHICS
Promoting, in all economic sectors, the ethical use of digital technology, particularly in terms of the transparency of
algorithmic processing, the protection of personal data, privacy, and equality of access to digital resources.
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ETHICS
DIGITAL ETHICS
This working group follows on from the work carried out jointly by Cigref and Syntec Numérique in 2018, which led to the publication of a reference guide: "Digital Ethics: a reference guide for digital players". The 2019 Ethics and Digital Technology working group aimed to look in more detail at some of the topics addressed in this guide, including by getting testimony from member or outside companies.
LEADER
Bernard DuverneuilElior Group
WORKING GROUP
The topics covered included:
How CSR factored into CIOs' thinking on digital ethics
The ethics of algorithms and responsible AI
The ethics of digital technology and persuasive design in customer relations: reflections and practical insights for companies
Corporate ethics committees tackling digital issues: structure, governance, end goals
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ETHICS
PHILOSOPHY AND DIGITAL
This year, the spotlight was turned on management. The Philosophy and Digital working group explored, with two headline guests, managers' philosophical groundings and precepts.
LEADER
Bernard DuverneuilElior Group
WORKING GROUP
According to Ghislain Deslandes, management is a blend of know-how and interpersonal skills including an ethical and political dimension because managers are responsible for acting in the interests of themselves, others, and their environment. One of the points that managers must not overlook, in the context of the digital transformation and the increasingly widespread use of AI, is demotivation, the loss of meaning at work, or what Ghislain Deslandes terms desaffectio societatis (which might be translated as the spirit of cooperation). Anything to do with joy and affectio societatis, "has no place in the world of figures", says Deslandes.On this point , André Comte Sponville argues strongly that one of the challenges of management is to spark motivation at work. Motivation should be approached from the perspective of "desire". That is why it is essential to understand that "all managers are professionals of other people's desire". Customers' desire matters less than your colleagues' desire, says Comte Sponville. Might most managers tend to take the opposite view?
Debriefings available on www.cigref.fr
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SUPPLIER RELATIONS
Creating the conditions, including in terms of regulation, standardisation, competition and infrastructure, for digital
systems to be implemented, understood and ultimately governed in corporations and public administrations, in an agile way and
without excessive hindrance.
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SUPPLIER RELATIONS
ALTERNATIVES TO THE MAJOR SUPPLIERS
Companies and public organisations are looking for alternatives to loosen the financial stranglehold of providers and gain room for manoeuvre in their negotiations with software suppliers. Following the report "Open source: an alternative to the major suppliers", the working group continued to identify these alternatives.
LEADERS
Stéphane RousseauEiffage
Jean-Claude Laroche Enedis
WORKING GROUP
Participants shared feedback on their experiences of migrating business applications: from a proprietary solution to another proprietary solution, and from a proprietary solution to an open-source solution. In addition, there was a debate (a "battle") between two companies about a business application using artificial intelligence, in which they presented their respective choice of an open-source solution or a vendor solution. Regarding the working environment, participants reflected on what preliminary work is needed so that an alternative solution can emerge. Then they examined the scope of digital tools to consider for working on a alternative.
Discussions are under way to identify business applications liable to be jointly developed on the basis of shared or open ownership with companies in the same sector or even competitors.
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FOCUS
SUPPLIER RELATIONS
For more than 10 years, Cigref has been facilitating "Supplier relations" working groups in line with its social mission, which states, for instance, that Cigref should "enable members to share their experiences of using technologies" and "publicise and champion the legitimate interests of member companies...".
Each meeting of the working groups is an opportunity for Cigref members to share their experiences of their main suppliers' business practices and of the deployment and use of digital services. In regular meetings with these suppliers, user companies have the opportunity collectively to raise their questions and any difficulties they have had.
Club created two years ago to coordinate Cigref's activity in respect of the suppliers of digital services
The Club has been chaired since its creation by Philippe Rouaud (France Télévisions).
The Supplier Relations Club organises 7 working groups discussing AWS, Google, Microsoft, Oracle, Salesforce, SAP and Alternatives to the major suppliers.
The CIOs of EIFFAGE, ELIOR, ENEDIS, ESSILOR, FRANCE TELEVISIONS, LAGARDERE, LVMH, ORANGE, NEOPOST, SAFRAN and VEOLIA run these groups and sit on the steering committee (SteerCom)
STRUCTURING THE ACTIVITIES OF THE SUPPLIER RELATIONS CLUB
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SUPPLIER RELATIONS
In June 2018, Cigref held its first press conference on relations between major corporations and their suppliers of digital services. The aim was to denounce publicly the major vendors' most irritating – and enduring – business practices.
One year later, on 24 June 2019, the exercise was repeated in the presence of a dozen journalists and the working group's convening CIOs. A press release and folder, available on Cigref 's public website, were published after the conference, in English and French.
As well as highlighting the main irritants (ratchet effect , billing of indirect access, complex licensing, etc.), the conference and press release stressed that the promise of business value is often out of step with the reality of business practices and models. In order to maintain an inflationary strategy, business practices are often disconnected from the real value of services provided to customers.
PRESS CONFERENCE ON SUPPLIER RELATIONS
www.cigref.fr
Press folder IT supplier relationship club
Numerous follow-up media stories and social media posts
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SUPPLIER RELATIONS
The steering committee of the Supplier Relations Club had for several months planned to organise a meeting between the decision-makers of its main digital suppliers and member companies in order to enter into a strategic dialogue. Via working groups, Cigref holds regular operational discussions with suppliers about the practical issues concerning its members. It is important to maintain a high-quality dialogue with the major digital services suppliers in order to meet the transformation challenges that organisations face.
It was in this perspective, and in the context of the discussions that Cigref 's board is currently having around the redesigning of the association's strategic plan, that a audition with the major suppliers was held in the Paris region in early September. Board and SteerCom members hosted the France General Managers or Directors of Amazon and AWS, Google Cloud, Microsoft , Oracle, SAP and Salesforce for a discussion of their visions of the upcoming technological step-changes and the post-cloud, and how their business models will adapt to new cloud-based uses and the challenges of digital sobriety.
It is worth noting that Cigref had already organised a similar meeting in 2013.
MEETINGS BETWEEN CIGREF'S BOARD/STEERCOM AND SUPPLIERS
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TEAM
Henri d’AgrainExecutive [email protected]+33 1 56 59 70 03+33 7 89 20 05 71
Flora FischerMission [email protected]+33 1 56 59 70 04+33 6 72 39 09 21
Vanessa DewaeleMission [email protected]+33 1 56 59 70 07+33 6 81 41 46 13
Clara MorlièreMission [email protected]+33 1 56 59 70 05 +33 6 45 49 49 11
Josette LemanExecutive [email protected]+33 1 56 59 70 00
Marie-Pierre LacroixInformation manager
[email protected]+33 1 56 59 70 17
+33 6 70 08 06 05
Frédéric LauMission manager
[email protected]+33 1 56 59 70 18
+33 6 86 68 90 20
Marine de SuryMission officer
[email protected]+33 1 56 59 70 12
+33 7 86 86 87 92
Thibault LuretCommunication officer
[email protected]+33 1 56 59 70 11
+33 6 45 49 93 75
Josette Watrinel-HerniouExecutive Secretary,
in charge of [email protected]+33 1 56 59 70 15
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THE GEOPOLITICS OF CYBERSPACE
TRUSTED CLOUD
DIGITAL IN ACTION
QUANTUM COMPUTING
CYBERSECURITY
INFORMATION SYSTEMS
GOVERNANCE
PHILOSOPHY AND DIGITAL
RESEARCH & DIGITAL
INNOVATION
CIGREF'S AGENDA FOR 2019/2020
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19 ACTIVITIES
COLLABORATIVES SUITES: USAGE AND FUTURE
ARTIFICIAL INTELLIGENCE
DIGITAL PURE PLAYERS
DIGITAL SOBRIETY
IT SERVICISATION STRATEGY
SUPPLIER RELATIONS
MANAGEMENT OF TECHNICAL DEBT AND IT
OBSOLESCENCE
POST-CLOUD PERSPECTIVES
AND EDGE COMPUTING
HUMAN RESOURCES
SUPPORTING BUSINESS IN
CHINA
NETWORKS: EVOLUTION OF
STRATEGIES AND ARCHITECTURES
www.cigref. fr - @Cigref21 av. de Messine, 75008 Paris+33 1 56 59 70 00cigref@cigref. fr
