Transformation numerique anglais

1

supplément au n° 3411 . 19 février 2015 . ne peut être vendu

digitalisation

Stratégie

14 caS d’école

à quoi Sert un chief

HANNOVER page 22 digital officer MESSE. Êtes-vous prêt pour?  page

Supplément au numéro 3411 . 19 février 2015 . ne peut être vendu Sép

la 4e révolution industrielle ?

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Vous découvrirez du 13 au 17 avril 2015 les toutes dernières innovations dans les cinq secteurs clés suivants : 1. Automatisation industrielle et informatique 2. Energie et environnement 3. Entraînement et transmission de puissance 4. Sous-traitance industrielle, technologies de production, services 5. Recherche et développement Pièces détachées ou usine intelligente, efficacité énergétique, construction légère ou fabrication additive, toutes les thématiques liées à la chaîne de valeur industrielle seront réunies et présentées dans leur intégralité sur un seul et même site. « Integrated Industry – Join the Network! » Le thème phare de l’édition 2015 montrera que la maîtrise des principaux défis de l’industrie 4.0, tels que la normalisation de la communication machine-machine, la question de la sécurité des données ou encore la recherche de modèles économiques d’avenir, passe impérativement par leur mise en réseau.

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axelle lemaire,

french minister of State for Digital Affairs

“france needs something to trigger its digital culture”  page 8 digitalization

14 caSe StudieS  page 22

Strategy

What do chief digital officerS do?  page 28

innovation

fab labS, prototype factorieS  page 32

supplement to 3411 . february 19 2015 . not to be sold separately

carS 4.0

how digital stakeholders are transforming the technologies, uses and the industrial model of the automotive industry.

www.usine-digitale.fr

2

DIgITal DIsrupTIon

We need a digital culture

D aurélie barbaux

igital transformation of the economy, societies, and our world advances inexorably. As the pace picks up and with it the risk of chaos, especially for social issues, even people in Silicon Valley, are worried about employment.

Transformations are happening faster than expected, leaving organizations and public services without the time to adapt.

A fact made all the more alarming as we are now mid-way into the process and cannot anticipate every trend. Nevertheless, some appear clear. Take for example, the ability of digital technology to shake up virtually any business model.

The good news is that after initial scepticism and a wait-andsee attitude, companies have woken up to digital technology, as demonstrated by our special report ‘Digital technology shakes up the auto industry’ and our portrait of industry’s chief digital officers.

The bad news is that developing new strategies means changing how we think. Everyone urgently needs to develop a digital culture. Reflecting on state organizations, Axelle Lemaire, the French Minister of State for Digital Affairs, defines digital culture as: “an appetite for technology and a risk-taking Digital culture is about developing a data culture, mentality. It means being able to not only to measure but also to innovate. change your mind and avoid corporatist reflexes. Digital culture It also means learning cross-disciplinary thinking. also entails managing human resources more flexibly.” An acThis is difficult, but not impossible. curate, but incomplete definition.

Digital culture is about developing a data culture, not only to measure but also to innovate.

It requires learning to think ‘open’: open data, open source, fab labs, crowdsourcing, etc. It means thinking about use and hence design before technology, adopting cross-disciplinary or lateral thinking in organizations. This is difficult, but not impossible. “Culture is something we acquire,” says Lemaire.

It remains to be seen whether we should adopt the culture initiated in Silicon Valley as is, or shape it to European values as quickly as possible. ❚❚

l’usine nouvelle i 3411 supplement i february 19 2015

3

DIGITAL DISRUPTION

8

INTERVIEW WITH AXELLE LEMAIRE

10 DOSSIER

Contents INFOGRAPHIC

When digital disrupts the economy P. 6 INTERVIEW

Axelle Lemaire, minister of State for the digital sector P. 8 DOSSIER

Digital technology shakes up the auto industry P. 10 Which way forward? P. 16 DIGITALIZATION

14 cas d’école

P. 22

STRATEGY

What do chief digital officers do?

P. 28

INNOVATION

Fab labs, prototype factories

P. 32

CONNECTED OBJECTS

Made in France design P. 36 IT TOOLS

Which OS for the internet of things? P. 38 METHOD

Companies, open up your data! P. 41

Président-directeur général : Christophe Czajka Directeur général délégué : Julien Elmaleh Directeur de la rédaction : Thibaut De Jaegher Directrice adjointe de la rédaction : Anne Debray Coordinatrice éditoriale : Aurélie Barbaux Chef d’édition : Guillaume Dessaix Direction artistique : Eudes Bulard Ont participé à ce numéro : Dorothée Coelho, Adrian de San Isodoro (secrétariat de rédaction) ; Charlotte Calament (maquette) ; la rédaction de « L’Usine Nouvelle » iconographie : Bernard Vidal Supplément de « L’Usine Nouvelle » n° 3411 du 19 février 2015 (commission paritaire n° 0712T81903) Ne peut être vendu séparément.

Une publication du groupe Gisi, Antony Parc II – 10 place du Général-de-Gaulle – BP 20156 – 92186 Antony Cedex Directeur de publication : Christophe Czajka Impression : Roto France Impression 77185 Lognes Photo de couverture : D.R.

4

28

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36

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DIGITAL DISRUPTION

WHEN DIGITAL DISRUPTS THE ECONOMY IN BUSINESSES

33 / 100

27,8 %

is the average rating of companies in the digital transformation index

would be digital’s share in the GDP of France by 2020 if companies accelerate their digital transformation

of companies have a person in charge of digital transformation

WHERE DO FRENCH BUSINESSES STAND?

57%

have a web site

54%

have remote access to their systems

36% 33% 26%

have formalized a digital strategy

TRANSFORMATION IS SLOWED BY…

25%

send or receive e-invoices

20%

are present on social media

20%

train their employees in digital

use an ERP

16%

have a CRM solution

11%

Cost

62%

Resistance to change

52%

Lack of skills

have connected their staff to a terminal

52%

Lack of management resolve

sell online

29%

Security risk

DIGITAL, A COMPETITIVE LEVER FOR...

26%

PROvIDES BENEFITS FOR...

Traceability

Production

64,2%

Management of technical data

63,6%

Conception and R & D

50,1%

Process automation

Sales

55,2%

Cost reduction

48,5% 30,7%

Quality improvement

53%

Finance and compatibility

52,7%

Mobile access to the company’s information system

56,4%

Logistics and sub-contracting

60,1%

Real time monitoring

30,3%

44,6%

COMPANIES THAT HAVE DEPLOYED A SOLUTION OR LAUNCHED A PROJECT IN...

In %

43,4

Yes

No

43,7 Corporate social networks

6

N/C

43,2

38,5

Cyber security

38

44,5

Connected objects

36,8

46,3

Cloud

20,4

52,9

Big Data

19,6

65,5

3D printing

sources : roland Berger, McKinsey, BaroMètre sage-econocoM, insee ; ey ; onu ; strategy& et Pwc, JuniPer research, nvigant, cisco

100

billion Euros per year

DIGITAL DISRUPTION

WITH BIG DATA

THANkS TO OPEN DATA

ENORMOUS POTENTIAL AHEAD…

GROWTH FACTOR

260

250

Value for world health

Savings for european administrations

Billion Euros

90

Billion Euros

Billion Euros

Market due to location data

€

16,1

50 %

Reduction of development costs for industry

Billion Euros

turnover in 2013 by the 70 Big Data solution vendors

LUCRATIvE MARkETS RIPE FOR THE TAkING

115,2

61,3

Market for connected cars in 2020

Smart home market in 2018

The amount European participants have committed to invest by 2020 in technologies related to Big Data via the 2020 Horizon program

12 434

Combined turnover of smart grid technologies by 2020

Potential market for connected objects in 2020

What are big data companies saying?

"We are studying the business opportunities" No

23%

Yes, studies are underway

37% 18%

Yes, big data plan is deployed

2% No

l’usine nouvelle i 3411 suPPleMent i FeBruary 19 2015

billion Euros

FRENCH kNOW-HOW

… BUT FRENCH INDUSTRIALISTS REMAIN UNCONvICED

57%

billion Euros

398 billion Euros

2,5

Yes

What open data could add per year to global economic activity

objets c

billion Euros

63%

billion Euros

billion Euros

… AND MAjOR INvESTMENTS…

"This growth lever only applies to certain businesses"

2 590

Yes, but no business opportunities

4th worldwide

France’s ranking in matters of e-government

4.2 million

The number of open intellectual property rights, registered with the INPI on data.gouv.fr in October 2014 i.e.

1 million patents 2.3 million brands 900,000 drawings and models 45,000 opposition decisions 7

DIGITAL DISRUpTION

Interview

“FRANCE NEEDS SOMETHING TO TRIGGER ITS DIGITAL CULTURE” For Axelle Lemaire, the French Minister of State for Digital Affairs, France is ready for digital transformation. It just needs a trigger.

INTERVIEWED BY AURÉLIE BARBAUX, EMMANUELLE DELSOL AND CHARLES FOUCAULT

Has France at last developed a digital culture?

Digital culture means an appetite for technology. It also means a frame of mind enabling you to take risks, change your opinion and manage human resources more flexibly.

Leaders of state organizations have not yet fully woken up to digital issues. Since being appointed nine months ago, I’ve spent a lot of time observing and listening. When I compare our level of awareness with other countries, I realize that France is not badly positioned. Our solid, cutting-edge infrastructures are an advantage. Our country is ready for digital transformation. We just need to trigger this culture.

Has it been triggered in the private sector?

People have woken up to it there. At the moment, I’m meeting the CEOs of CAC 40 companies to address this topic.

In their eyes, the stakes and questions surrounding digital transformation are the same. In particular, the risk of economic models breaking down. We need to work together to address all these issues. Senior executives are aware of them.

They are currently questioning their strategies and resources.

They haven’t got the culture. But culture is something we learn. The issue for companies is middle management.

To attract and retain talent, start-ups are demanding a more stable social model. They are not synonymous with the Far west!

8

How is middle management a digital issue?

New generations of employees were born into digital technology. There must not be any intergenerational or cultural conflict on these issues within companies. Inhouse digital transformation is also needed. This may be an opportunity to rethink how things are run in companies.

It is also an important topic for dialog between employers and trade unions. I want unions and management to take up these issues.

Isn’t there a risk of Uberisation of the labor market, with more piecework?

No. On the contrary, start-ups hire more staff on permanent contracts than on fixed-term contracts. To attract and retain talent, they’re demanding a more stable social model. The state must respond to all sectors covered by Uber, Booking or Airbnb, to tackle the risk of Uberisation caused by hiring freelancers. Breaking with old ways, which is shaking up economic models, must not be a pretext for challenging regulations that protect the labor market. Start-ups and digital technology are not synonymous with the Far west!

But digital transformation is not limited to start-ups.

I lay such stress on start-ups because these economic players are now in the best position to trigger our digital transformation, which needs to reach the entire economic fabric. This is why I think open innovation and the concept of France as an ecosystem, with big groups working as closely as possible with start-ups, are so important. And this is not just with a view towards integration. I want to draw up a frame of reference that shares good practises without being prescriptive or restrictive. I don’t want any more start-ups in this country saying it took three years to arrange a meeting with the purchasing manager of a French company whereas in the United States it took them three days!

What do you expect from the European digital strategy, which is due to be presented in May? Net neutrality is an important topic. Given the highly political debate in the USA surrounding technological tendencies and market trends in audiovisual services and connected objects, it’s very important for all EU countries to state that they are in favor of net neutrality as quickly as possible. We’re working on a compromise, but we need to be pragmatic.

Since it’s impossible to define specialized services [Ed. note: services that could be subject to differential treatment on the internet) in terms of technology, I think it’s more sensible to let member states define them if they wish.

Nevertheless, we need to reach a quick agreement so that this does not prevent Europe from setting industrial targets, such as creating a digital single market not limited to telecommunications. To become industrial giants, our start-ups need to launch onto the entire European market, with its standardized rules. I think this is a priority. Platform regulation and tax optimization are other issues. I’m also trying to incorporate a section on digital inclusion, i.e. on the social, cultural and educational aspects of digital technology.

Protecting private data is also a major political issue.

Personal data relates to civil liberties and protection of privacy. It’s also an economic issue since I’m convinced that by being protective Europe becomes attractive. The EU draft regulations on personal data urgently need to be adopted.

This draft takes things quite far, and includes the notions of data portability and the right to dereferencing. It is quite in line with the spirit of current French legislation, which is very protective of personal data.

Are you working on supervising how personal data is used

by Big Data?

The approach of the French National Commission on Informatics and Liberty (CNIL) is increasingly about certifying and

Net neutrality is an important topic. maximE amoRE

It’s very important for all EU countries to state that they are in favor of net neutrality as quickly as possible.

L’USINE NOUVELLE i n° 3411 i 19 FÉVRiER 2015

supporting companies, with stiffer sanctions if they fail to comply with regulations. Big Data is a complex field and it’s important for companies to understand the applicable law.

Under the CNIL’s leadership, a client data protection charter has already been drawn up between all the big insurance companies. In particular, this relates to data collected from connected objects. It mentions a frame of reference.

You’ve said that there won’t be a French equivalent of the Patriot Act. How are you going to reconcile Internet users’ liberty with surveillance?

The guiding principles underlying France’s current legislative framework completely guarantee this reconciliation.

Nevertheless, this framework probably needs to be reformed since it was drawn up in 1991, when the Internet did not yet exist. This work was launched in 2013. On 8 December 2014, the French prime minister told European data protection authorities that prior, independent checking of all surveillance would be guaranteed by the intelligence act. The question of human resources has also been raised, hence the government’s response. If we want to avoid internet security and protection being privatized, the state must act on this issue as a priority. And this is what’s happening. ❚❚ 9

d. r.

10

Digital DiSrUptiOn

industry

Digital technOlOgy ShakeS Up the aUtO inDUStry Digital technology has reached all areas of the automotive industry. From start-ups to Google, digital technology’s stakeholders are transforming car technology, usage, and modeling. by emmanuelle Delsol

O

nce again, automobile manufacturers paraded their wares at the 2015 Consumer Electronics Show (CES) in Las Vegas as if it were an auto show. The star attraction was the Mercedes F015 luxury, self-driving car. “Cars have come out of the automobile industry”, observes Franck Cazenave, marketing and business development director at Bosch and author of ‘Stop Google’, published

by Pearson. After the entertainment, news and service sectors, now industry is experiencing an onslaught of digital technology; the automotive sector has not escaped. As with the smartphone, the automotive industry is gradually being transformed into a software platform, and vehicles are just the tip of the iceberg. Everything is being shaken up: car technology, usage, business models, industrial processes, skills, and marketing.

It all started with mobile phones in drivers’ pockets and handbags, which consequently brought them into their vehicles. “Consumers themselves introduced the Trojan Horse of digital technology into cars”, pointed out Oussama Ammar, cofounder of TheFamily, in his ‘Barbarians Attack the Automobile Industry’ lecture. Smartphones and tablets are replacing car radios, GPS devices, and video broadcasting systems. But they are also helping find parking spaces or locate the nearest restaurant. They connect vehicles - and their users - to roads, auto mechanics, and insurance companies. The link between car

l’usine nouvelle i n° 3411 SUPPLEMEnT i FEBrUArY 19 2015

local motors unveiled strati, its first 3D-printed car, at the Detroit auto show.

11

Digital DiSrUptiOn

manufacturers and customers is weakening, to the advantage of digital technology’s stakeholders, who are collecting data. The pressure moved up a notch in 2014. Google and Apple moved into vehicles, using modified versions of their own operating systems: Android Auto and CarPlay. All car manufacturers need to do now is open up their own systems, co-develop them, or join forces with Google and Apple.

new uses, no purchase Smartphones have also brought about new uses. For example, geolocation, online payment and instant messaging make car sharing (ride sharing) easier. BlaBlaCar and, more recently, Uber and similar companies are offering more and more services. They are forcing automobile manufacturers to take into account uses that do not involve purchasing: lending, sharing, swapping, etc. Start-ups such as Drust have taken things further by combining mobile applications with data retrieval. Drust uses data generated by vehicles to advise drivers for safer, more economical driving. These newcomers also show that it is becoming easier and easier to create added value beyond the vehicle itself. Especially since this innovation race includes the web giant Google, which has its own Android operating system and its Google maps cartographic expertise forming the pivot of navigation, geolocation and contextual advertising. Not to be forgotten are YouTube and the Waze community-driven GPS application. But Google’s stroke of genius remains its self-driving car. Of course, Google is far from being the one who invented it. But ever since Google developed its car, automobile manufacturers have not stopped launching their own challenges. Google has obtained what it wanted: a 100% self-driving car means that drivers’ now have more free time to use the Internet.

Digital technology is affecting the very heart of the automotive industry’s innovation model. Digital technology’s agile development in very fast cycle times is encouraging the automobile industry to adopt its methods. In an interview at the management consulting firm McKinsey in 2014, William Clay Ford Jr, Ford’s CEO, explained that “all vehicles should be part of an integrated network and every type of transportation should get talking to one another to optimize how we travel.”

Open data, big data, crowdsourcing, and fab labs all need to become part of the automotive industry’s toolbox.

The ultimate transformation could be production, which was regarded by the automotive industry as its last stronghold. Automobile manufacturers such as Local Motors have reinvented the entire industrial process. They have opened micro-factories inspired by open source design models, and 3D printing is used on some vehicles. Although these companies remain rare and only produce small series, they are agile, fast, and employ local people for local production where traditional industry is struggling to survive. Traditional industry cannot ignore them. “The reality is that we will no longer own or develop most of this technology. We need to be smart integrators of other people’s technology and understand where we’re adding value.” This vision of the 21st-century automobile industry is articulated by William Clay Ford Jr, great-grandson of Henry Ford, who invented this industry in the 20th century. ❚❚ 12

gOOgle the SpOilSpOrt Users were the first to open their car doors and let Google in.

Carrying around their smartphones, they used Google maps to find their route. They then started checking traffic in real-time using Waze, a crowd sourced application acquired by Google. Built-in GPS applications didn’t stand a chance. Bluetooth-connected mobiles also serve as car radios, TVs, and games consoles, which has enabled Google to collect new data. Google is not trying to destroy the automobile industry but simply twist it to its advantage to extract the

invaluable, very substance of the 21st century: data. Google is not alone in this. Apple and Microsoft also dream of integrating their operating systems into vehicles, in symbiosis with their mobile device OSs: Android Auto for Google and CarPlay for Apple. But Google is not stopping there. it wants to muscle in between drivers and automobile manufacturers.

According to Oussama Ammar, cofounder of TheFamily, Google is intensively lobbying car insurance companies. Why wouldn’t these companies turn to Google to put the finishing touches to their policies and prices? Google’s data

Digital DiSrUptiOn

d. r.

DrUSt Data interceptOr

means it knows everything about drivers: their state of health, identity, journeys, etc. Google’s masterstroke is its self-driving car. To everyone’s surprise, Google took a step back from its search engine business in 2010 to develop a driverless car. People made fun of it, especially in the automobile sector. Affronted car manufacturers reminded everyone that Google had not invented anything and then worked twice as hard to bring out their own self-driving models.

The incredible Mercedes F015 self-driving luxury car was presented at the 2015 CES.

Although the automobile industry’s pride has swollen, Google must also be smiling.

While passengers are being driven around in their living roomlike F015, they will be playing online games, attending videoconferences, chatting to their families or consulting their emails. This means they will be showering Google with the data it is so fond of. in the face of this success, Google could even set up a company to sell its self-driving system as a white-label service... and then analyze the data collected. ❚❚

l’usine nouvelle i n° 3411 SUPPLEMEnT i FEBrUArY 19 2015

The French company drust, set up by former PSA employees, has developed a connector fitting directly into vehicles’ on-board diagnostics (OBd) plug to intercept engine function data.

This data and its analysis, to which only automobile manufacturers and their networks normally have access,

means drust can advise drivers on more efficient driving to save energy and money. The drust key connects vehicles to drivers’ smartphones. The drust application is also expected to provide drivers with an initial diagnosis in the event of a technical problem, giving them a virtual look under the hood. ❚❚

13

Digital DiSrUptiOn

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Whatever got into John rogers Jr in 2007 to make him decide to start manufacturing cars?

The answer is digital technology.

The founder of Local Motors, in Phoenix (USA), wanted to manufacture small series of very beautiful cars and achieve a ‘good’ project for society. To link these two goals, he has been constantly introducing new tools and methods from digital technology into the very heart of his industrial processes. He began with a collaborative design by an online designer community.

Models were then managed according to Creative Commons’ licensing rules for the open source software adapted to this sector. in 2009, Local Motor’s

rally Fighter became the world’s very first Creative Commons’ car.

Vehicles are designed and manufactured for local use by local employees, using local infrastructures, energy sources, and materials. To carry through its vehicle r&d, design work, manufacturing and marketing, Local Motors chose regional micro-sites - a cross between fab labs and factories - to bring all these activities together. its premises cover around 4,000 m2 and can produce at least 250 vehicles a year. ❚❚

Digital DiSrUptiOn

BlaBlacar car Sharing FOrerUnner

d. r.

in 2004, well before iPhones appeared, the French start-up Covoiturage.fr put car owners in touch with potential passengers online to share longdistance journeys. The company has now become BlaBlaCar, an international platform. it takes a 6-10% cut on transactions and relies mainly on recommendations to ensure

trust. With 10 million members in 13 countries, BlaBlaCar has transformed car usage at a time when young people seem to be abandoning driving. Vehicle ownership may no longer be the norm and could be replaced by car sharing. Uber and Lyft are also riding the crest of this trend, with a different model that is closer to taxis. ❚❚

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l’usine nouvelle i n° 3411 SUPPLEMEnT i FEBrUArY 19 2015

15

DIgItAl DIsRuptIOn

mercedes-Benz presented the F015, its driverless, 100% autonomous vehicle, at the 2015 ceS.

Business model

WHICH WAY FORWARD? Automobile manufacturers have realized how smartphones have changed car interiors and drivers’ habits, but they are struggling to readjust their strategies.

By Pauline DucamP

16

D

igital services are not automobile manufacturers’ main line of business. They clearly are not used to the way the pure players work.” The remark comes from a specialist in Big Data and sums up the challenges facing management in the automotive sector. “Continuity of customer experience is a new factor that needs to be taken into account, says Jean-Pierre Dumoulin, chief technical officer at PSA. Products and services in tomorrow’s world will operate hand in hand, but services are what will make the difference.”

But automobile manufacturers are struggling to provide relevant offers, creating added value from the vehicle data they collect. Everyone is trying to implement good practices.

Ford, Renault and leading automotive component manufacturers (Valeo and Bosch) have opened offices in Silicon Valley. Audi and BMW are working in close collaboration with them to speed up their own transformation. Various consortiums, such as MirrorLink, bring together automobile manufacturers and mainstream electronics companies to ensure that smartphones continue to be used in cars. Above

DIgItAl DIsRuptIOn

all, automobile manufacturers are referring more than ever to the automotive innovation strategy: to use technology and practices that have proved successful with their competitors.

At the same time, they hope that they have not missed the boat in this revolution, which is the first in this sector for a hundred years.

daimler ag, ford

FoRD a comPany on THe move Mark Fields, dressed in blue jeans, perfectly tanned and relaxed on stage, looked more like Mark Zuckerberg than Sergio Marchionne during the keynote opening of the 2015 CES. Ford’s president and CEO knows how the digital sector works very well. He started out at IBM and was then involved in developing Ford’s Sync system. For the past few months, he has been consolidating his teams in Silicon Valley. “I spend a lot of time in California, not only to learn but also to establish a relationship with the high-tech community and develop new partnerships,” he explained in August, when he took up his new position.

It is hard to believe that Ford had that much to learn about digital technology, the company feels like it was born in California. Alan Mulally, Mark Field’s predecessor and architect of the group’s digital transformation, was appointed to Google’s board of directors. But Ford started moving into digital technology with Microsoft. In 2007, Alan Mulally unveiled the cornerstone of his strategy in Detroit, in the presence of Bill Gates: the Sync system. This enables drivers to connect their cell phones to their vehicles via Bluetooth or a USB port.

At the time, Ford was not ahead of the game. General Motors had already equipped 500,000 high-end vehicles with the OnStar system. Later that year, iPhone appeared on the scene and upset everything. Ford noticed that its users wanted to use this device to its full potential in their cars. Moreover, Ford admits that on-board connectivity started with smartphones inside cars. The company’s eclectic directors enabled it to realize this. Ford had created a Trend Forecasting Department, headed by Sheryl Connelly, which monitored major trends in society. Another key thinker in Ford’s transformation, who joined the group in 2008, is Scott Monty, who was Ford’s global digital & multimedia communications manager. Alan Mulally called him ‘visionary’. Scott Monty launched an active approach to social networking, bringing Ford closer to its consumers and giving it a strong brand image incarnated by its management.

The ‘Fiesta Movement’ in 2008 was Ford’s first major success. Ford lent cars to influential bloggers for six months so they could share their experiences with the car. Audience numbers exploded and Ford decided to renew the experience via its Twitter account and consumer forums. There was even a forum on major changes to drivers’ daily lives caused by the economic downturn. After using tools taken from Silicon Valley, Ford began integrating its practices and processes.

Ford opened a new technology office there in mid-2012. The laboratory, which was then directed by TJ Giuli, who has since left the company, helped the company take a decisive step forward to open source technology. Ford was one of the first automobile manufacturers to open its platform to l’uSine nouvelle i 3411 supplement i february 19 2015

Ford now presents itself as a mobility company rather than just an automobile manufacturer. applications must make driving easier.

external developers. “This means we can ask third parties to develop complementary modules for our cars,” explained Giuli in 2013.

Ford also used Hackathons to develop new services on Sync. Its move to open source became official at the 2013 CES. Yet again, this was a communications strategy, reminding people that Ford had no intention of limiting itself to automobile manufacturing. Open source freed up creative energies within the group, which now uses a full range of collaborative tools. Ford has implemented 3D printing of car components in all its R&D centers and launched a TechShop at its Detroit Headquarters to foster employee initiatives. Ford also wants to capture the production speed of mainstream electronics firms since the competition is hot on its heels.

“GM used to have a basic range, but they have transformed cars into communication hubs selling 4G via a monthly subscription package,” recalls Philippe Van Hove, Zuora’s director for southern Europe. “The challenge for automobile manufacturers is to prevent Google and phone companies from becoming Multicom platforms.”

At the 2015 CES, Ford made a strategic move. The Smart mobility plan puts forward 25 practical experiments, ranging from car-sharing to the park assist application, which is turning Ford into a mobility company. “This experiment is teaching us a lot about mobility so we can make the right decisions for the future”, explains Joe Beiser, Ford’s director of connected services for Europe, Asia-Pacific and Africa.

“Data and big data are essential in this approach. We’re no longer simply car salesmen.” On stage at the CES, Mark Fields went even further, announcing the launch of Sync 3 and the Smart mobility plan. “These 25 applications will create new 17

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Tesla has developed its own linux-based oS. The system collects vehicle data to provide services such as predictive maintenance.

mobility and transportation solutions to make the world a better place,” which is exactly what Ford’s boss is calling for.

Google has settled on the same vision.

TeSla, THe GReaT ‘TRouBlemaKeR’ “Tesla’s mission statement was to make the best car in the world. This has resulted in a car not quite like others,” says the former vice-CEO of Tesla, which has been shaking up the automotive industry for almost ten years now. To achieve this, Tesla has a distinct advantage; it does not behave like an automobile manufacturer, but rather like a start-up employing 5,000 people. “It’s like Silicon Valley crossed with Detroit,” explains a former employee. Elon Musk is also a product of Silicon Valley, whose methods are part of Tesla’s DNA. Tesla employs marketing specialists and engineers who do not necessarily come from the automotive industry. It does not have decades of industrial experience, or the automobile sector’s heavy manufacturing processes.

The company’s rule is to never have set procedures and to constantly reinvent itself. Although this strategy means the company can keep up with the latest market trends in electro18

nics, it also has its downsides. For example, implementing a quality control procedure was complicated, even though this is essential in the automotive industry, especially for cars in this price range. Nevertheless, Elon Musk’s solid financial situation and Californian mindset that allows for mistakes means that Tesla has not suffered from its hesitant industrial beginnings.

Tesla’s other advantage lies in its customer relations, which are at the very heart of its business model.

Tesla has not bothered with car dealerships. Would-be car owners simply order a vehicle directly online. The customerbrand relationship is maintained on a daily basis, especially via multiple proprietary system updates or at fast charging points. The superchargers are located in shopping centers and near restaurants, and are free for Tesla vehicles. All this completely immerses consumers into Tesla’s world.

Everything is designed to create a brand community, with the option of sharing customer experiences on social networks.

Elon Musk is a serial entrepreneur, who plays a crucial part in the group’s communication by embodying the brand online via his tweets and numerous media events.

Elon Musk believes in making the world a better place, which is a value shared by other Silicon Valley companies.

The embodiment of this strategy is the Model S, the group’s premium sedan. With its 17” central screen, Model S is a smartphone on wheels. Its computer system was developed entirely in-house on a Linux operating system, to avoid relying on Google and its associates. Drivers can access vehicle functions such as battery status from their smartphones.

Tesla has also introduced predictive maintenance via vehicle data analysis. Tesla apparently sold over 30,000 cars last year and Elon Musk assured everyone at the Detroit Auto Show in January that they would be making several million vehicles by 2025. Tesla now faces the following challenge: will this “No fixed development process” method enable it to produce millions of cars every year? Many industry observers doubt it. Elon Musk has a broader vision. “Tesla was created to speed up the advent of sustainable transportation,” he said this summer. This speech recalls Henry Ford, who used to say that a good business was the result of good products that make money. A better world is around the corner for Elon Musk too then.

volKSWaGen iS caTcHinG uP Since the Volkswagen Group was focused on its goal of becoming world number one by 2018, it seemed to be steering clear of digital technology. Its only technological development was a partnership with MirrorLink, a system giving drivers access to Android smartphone screens via car navigation screens and dashboard/steering-wheel buttons.

It is currently launching this innovation in its new models.

Volkswagen is discretely building up its position. “Although we’re not always the leader in conceptual innovations, when we put a product on the market, it is the best,” explains Jacques Rivoal, CEO of Volkswagen Group France.

Volkswagen decided to tackle digital technology via its Future Tracks plan. This post-2018 strategic move makes connected and autonomous cars a major priority. “Cars and computers were the 20th century’s two major inventions.

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d. r., VolksWagen

volkswagen has discreetly made digital technology a priority in its post-2018 strategic plan.

The challenge for the 21st century will be combining the two”, adds Rivoal. Volkswagen’s strength lies in its sound financial situation and innovation laboratory, called Audi.

Although Volkswagen only attended the CES for the first time this year, Audi has been exhibiting for several years now.

Audi already has several autonomous vehicles, including an RS7, which was driven on a racetrack in October 2014 at over 200 km/h. “For the past three years, driver assistance systems have been the first step towards autonomous cars,” explains Benoît Tiers, managing director of Audi France.

“From 2016 onwards, the new A8 will drive autonomously in many conditions.” Although this technology is very expensive, Audi’s leading position means it can afford it. These technological advances will then be used in Volkwagen’s other cars.

Volkswagen is increasingly focused on the human-machine interface. Take the Golf R Touch, for example, with its futuristic interior equipped with three screens on the dashboard, a gesture-based interface, and movement sensor.

“Volkswagen is providing drivers with more intuitiveness and has gone a step further than a basic connection between l’uSine nouvelle i 3411 supplement i february 19 2015

cars and smartphones,” says Heinz-Jakob Neusser, member of the Volkswagen AG’s board of directors and in charge of development. Nevertheless, the new CarPlay and Android Auto media platform will first be used on Audi’s new Q7 at the end of 2015. “The car will become an internet platform.

This is our business model,” says Tiers in conclusion. He brushes aside the GAFA’s criticism of its methods for capturing customer relations and hence added value. “New uses in the car industry are being developed, but we control vehicle information and this belongs to our drivers,” he says.

valeo iS cauSinG QuiTe a STiR aT auTo SHoWS “We’re setting our sights on autonomous cars,” says Marc Vrecko, director of comfort and driving assistance systems at Valeo. At the 2015 CES in early January, it seemed as though they had almost achieved their goal with the Cruise4U. Valeo has taken its autonomous Golf model on many spins around Las Vegas’ casinos. It can change lanes and slow down without any driver intervention. Valeo is a sensor manufacturer, especially of video cameras since acquiring the Irish startup Connaught Electronics in 2007. Guillaume Devauchelle, 19

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director of innovation, encouraged the company to go down the digital path. Its approach is twofold. Valeo firstly relies on its in-house expertise, especially on its technology (sensors, video cameras, speed cameras). “Car electronics have not been changed on our autonomous Cruise4U. We just added a video and speed camera, which is worth about 200 Euros,” explains Devauchelle. This solution also helps us control costs. And if management does not believe in a project, Devauchelle takes the money from his department’s budget to make it work and convince them! This happened with InBlue, a system to open cars via smartphones, which hit the headlines at the World Auto Show in Paris in October.

Since then, Valeo has used the technology for a connected watch, which was presented at the CES and was a great hit with the media.

This is one of Valeo’s digital technology strengths. “Its InBlue system was not groundbreaking, since we’d already launched the same system,” states a rival automobile components manufacturer. “But they were the only thing anyone was talking about at the World Auto Show, they know how to cause a stir.” Internal communication is also very efficient between the four divisional teams. “Digitalization caused some organizational problems. The silo mentality had to be broken, but Valeo has already achieved this,” says Guillaume Crunelle, who is in charge of Deloitte’s car sector.

“Component manufacturers are flexible about integrating new work practices because they regard end customers rather than automobile manufacturers as their customers.” Valeo’s other asset is its ability to draw on ideas from outside the company. In 2014, Valeo opened a technology watch center in Palo Alto, California. It also organizes an annual innovation competition for students with a ‘car of the future’ theme.

Bosch is also working on autonomous cars.

valeo has developed the inBlue system, which transforms a smartphone or connected watch into a virtual key to open or start your car.

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BoScH iS TaKinG a SiDe RoaD Somewhat after the event, Bosch presents its entry into the digital era as a logical progression. “We made car radios, then navigation devices. Real-time navigation then meant we could connect up vehicles,” explains Franck Cazenave, director of marketing and business development at Bosch.

Sensors, one of Bosch’s main specialties, were the main thing that opened the door to further opportunities. Werner Struth, member of Bosch’s board of directors, sums up this basic trend with the abbreviation “3S” (sensors, software and services).

A few years ago, Bosch decided to use this business as a starting point for offering services. This was a good springboard for getting into the new connected objects business.

Since the car industry represents 66% of Bosch’s turnover, this field is logically leading the way. The first use was in an e-call system for vehicle emergency phone calls. Some automobile manufacturers have been installing it for about the past ten years and it will become an EU requirement for all manufacturers from October 2015. The e-call system works via a SIM card, which connects cars to mobile networks and turns them into connected objects. Bosch offers an e-call service connected to an emergency response call center, which talks to drivers directly. A direct link is therefore established between the sub-contractor and the consumer, even though the e-call system is installed in cars. On-board connectivity is not just linked to SIM cards.

“Nowadays, it’s smartphones rather than car systems that provide on-board connectivity,” explains Franck Cazenave.

Bosch has developed technical solutions, MEMs (microelectro mechanical systems) to integrate all new smartphone functions and gradual developments to vehicle automation in general. These sensors manage several functions simultaneously and are gradually extending to other sectors, such as domestic robotics.

Although smartphones are connected, Bosch did not want to leave the added value for Google and associates. “There are two ways forward for connected vehicles,” explains Cazenave. Either connected cars use a closed manufacturer’s system, or they operate with Android Auto or CarPlay. With mySpin, Bosch is providing a third option.” This solution, launched in 2012, provides developers with a development kit so that manufacturers can design their own application store. Drivers control the system from a central application on their smartphones. Jaguar Land Rover is the first automobile manufacturer to use it.

Valeo, bosch, psa.

PSa iS oFFeRinG moRe SeRviceS Brigitte Courtehoux, head of vehicles and connected services at PSA, sees cars as internet boxes. PSA has produced various short films showing vehicles of the future, which could be connected objects as well as cars. While in your car, you will be able to adjust the heating in your apartment or leave your clothes at a connected dry-cleaning service, which will collect your clothes during office hours. “PSA is leading the way on digital technology because it was the telematics leader,” says Jean-Pierre Dumoulin, technical director and Big Data expert at PSA. “We already have over a million connected vehicles on the road.”

At the beginning of the 2000s, PSA set up a joint venture with Vivendi to install the internet in its vehicles. This joint venture ended after two years, but in 2003 the group was among the first in Europe to offer an emergency call system on some vehicles. Cars were connected to the internet via SIM cards. The next step was the 2012 launch of Peugeot Connect Apps and Citroën Multicity Connect, service platforms with applications developed by PSA. “It doesn’t make sense for automobile manufacturers to develop their own OS,” says a big data specialist. Two years later, PSA, like other manufacturers, still seems to be searching for its business l’uSine nouvelle i 3411 supplement i february 19 2015

model. Courtehoux acknowledges this: “Digital technology is an exciting, passionate subject, but we have to admit that automobile manufacturers are lagging behind.” Two trends, which have been successful in other groups, are emerging.

PSA is focusing on the human-machine interface (HMI) to develop vehicle connectivity and optimize customer relations.

“China is leading the way on the HMI. Its developments will inspire European vehicles. For example, we need to take the infotainment system a step further,” says PierreFrédéric Lebelle, vice-chairman of R&D Asia. PSA is also trying opening up its data to develop new applications with Car easy apps, the mirror image of Ford’s development kit.

A mere 15,000 drivers have signed up for Peugeot Connect Apps since 2012.

For PSa, the humanmachine interface is essential to bringing digital technology into cars.

RenaulT, in SeaRcH oF a BuSineSS moDel Open data is also an issue at Renault, which is currently looking into using open source. The launch of R & Go on the new Twingo is interesting. Rather than an R-Link system on car screens, R &Go is installed on drivers’ smartphones to control navigation, eco-driving, and phone calls. This means Twingo no longer needs a screen and applications can be renewed much faster via simple updates.

Renault is also looking for this same flexibility in processes via projects such as its Fab Lab or Innovation Room. “Renault thinks capitalism is in crisis,” explains a Renault researcher.

“We need to find another business model and instil this spirit of change, which has come from external sources, at Renault.” To this end, Renault has been running a research department in Silicon Valley for the past four years. It is also trying to implement new processes into the company via projects such as the Twizy quadricycle. The small Creative Lab team is a direct spin-off of this. Its role is to suggest concept-cars within a very short time frame on themes such as: “What would a smartphone on four-wheels look like?”❚❚ 21

digitalization

14 case studies The digital transformation of companies is under way, even though there is no revolution on the horizon. Manufacturers are changing slowly but surely, testing and adopting new digital practises to gradually spread this new culture and different way of doing business.

L’Usine Nouvelle monitors these initiatives, which are applying digital technology to reinvent everyone’s job, in its weekly ‘Digital Factory’ column. Big Data, the cloud, social networks, applications, augmented reality, and connected objects are reshaping production, human resources, innovation, organization, supply chains, etc.

But no particular sectors are leading the way. Good practises are as likely to be found at Fleury Michon as at Orange, Alstom, Eutelsat, BMW, Philips, L’Oréal, Schneider Electric, Renz, Airbus, JCDecaux, and Cofely. And every one of them provides an idea worth keeping in mind.

by Aurélie bArbAux

organisation

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PaPerless Board of directors’ Meetings at eutelsat “it was a huge burden of administration,” recalls Jérôme Lépany, deputy director of Eutelsat’s legal department. in 2013, this telecommunications satellite operator decided to lighten the burden of paperwork for board of directors’ meetings in its listed holding company and operating company by making all documentation paperless. to this end, it chose a solution designed by the Canadian firm Leading Boards, marketed in France by Equity. this provides computeror tablet-based access via a secure platform to all documents needed to prepare board of directors’ meetings. the company now saves on sending out printed documents.

“We used to send up to eight sets of accounts to some directors,” says Lépany. the reactivity of this method is also an advantage since directors can be sent last minute changes. Data is stored in servers hosted in France, to avoid coming under the american Patriot act, and data exchange is encrypted. if a tablet is lost, its supplier can destroy all the data stored on it.

But Eutelsat had to raise the awareness of directors hesitant about this change. the company provided them with preconfigured iPads and a short training course on its various features (on- and offline consultation, journaling, etc.). Both paper and digital documentation was used at the first board of directors’ meeting. “the second meeting used tablets alone,” says Lépany. good idea Providing directors with pre-configured iPads. ❚❚ ArnAud dumAs

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schneider electric is Making docuMent-sharing More secure schneider Electric is a multi-business group present in 190 countries. asynchronous document sharing has therefore become absolutely essential to improve collaboration. as in many companies, the lack of in-house ad-hoc tools meant its employees were using the same general public services as they used at home: for example, Dropbox. the company eventually looked for a tool that was just as simple and ergonomic but somewhat more secure. it chose Box’s secure, professional cloud-based document sharing service. although schneider’s priority was ease of use and mobility management, it also liked Box’s centralized administration and data encryption. But there are no google apps or equivalent. “We deliberately chose not to use a multifunctional device,” says Hervé Coureil, the group’s chief information officer. the service is for asynchronous document sharing only and schneider has chosen a viral roll-out. Box was installed for 2,000 pilot employees, who could then invite their collaborators to sign up. as a result, 1,500 new users were equipped with this tool during the first few weeks of roll-out. today, 70,000 schneider employees – almost half of the workforce – use Box. good idea giving staff tools that are as effective as those they use at home. ❚❚ emmAnuelle delsol

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skiLLs

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cofely is Making the transition to virtual diagnostics Cofely is developing Big Data-based services for energy efficiency optimization of 45,000 buildings belonging to its corporate and local authority customers. this gDF suez subsidiary generates a wealth of data – 30 terabytes a month – from customer bills, meters and other sensors (weather, air quality, etc.). its Vertuoz application already helps customers manage the energy consumption of their housing stocks online. Based on microsoft’s Big Data software and azure cloud service, this application analyses data from customers buildings to give them a simplified energy indicator management chart. Cofely wants to go further by setting up a virtual diagnostics service. “the idea is to compare buildings with one another to identify priority buildings for energy optimization,” explains Vincent Bryant, who is in charge of Big Data. “Benchmarking can be done between several clients, as well as between various buildings belonging to the same client, to identify those with the greatest potential for energy optimization. this avoids sending technicians to each building to establish what is needed.”

Developed in-house, this virtual diagnostics software in now in its second version. the project, which is still at the experimental stage, represents an investment of several million Euros.

Cofely is devising other services, such as monitoring dependent persons and a warning system based on real-time analysis of water, electricity, and gas consumption.

l’oréal is Picking uP talent on fliPBoard L’oréal has been publishing weekly magazines on the news aggregator Flipboard since last september. this tool enables users to aggregate information from several media, as well as from twitter and Facebook timelines, in a digital paper. For the past few months, Flipboard has also offered the option of putting together customized magazines using content from social networks and privately published material.

L’oréal has decided to use this feature, not as a publicity aid, but rather to attract and recruit talent. its first weekly magazine was launched in the usa, and then extended to Brazil and india. it may also come out in russia and China. “Flipboard enables us to localize content,” says Frédérique scavennec, vice-president of global talent acquisition. Each edition contains features such as a researcher’s personal reflections, a behind-the-scenes look at a publicity campaign, or a Brazilian intern’s Paris diary. it is always published in the language of the country and linked to local news items, personalities, or employees. L’oréal sees it as a way to get in touch with regions where the group is largely unknown and where recruitment is difficult. it is also a cheap way to provide a free service. “the films, photos, interviews, etc. are also found in all our subsidiaries,” adds scavennec. to promote this initiative, L’oréal posts a message on Linkedin every time an edition comes out. although it is far too soon to assess the impact on recruitment, the magazine’s Brazilian edition attracted 2,000 subscribers in two weeks.

good idea using Big data to develop new services. ❚❚ ridhA loukil

good idea adapting a digital corporate communication medium to each major world region. ❚❚ emmAnuelle delsol

l’usine nouvelle i n° 3411 suPPLEmEnt i FEBruary 19 2015

orange is issuing its eMPloyees with digital PassPorts orange has a full range of digital tools for a 21st-century digital company, both for its clients and employees. But staff still needs time to make them their own. “some 95% of remote interaction is still done via email,” admits Ludovic guilcher, the group’s deputy DHr, who launched the Digital academy in command mode with a team of eight people. it aims to develop the digital culture of orange’s 164,000 employees on various topics: challenges facing the company, innovations for clients, in-house resources, and social networks. the training is gamebased and interactive. it uses short videos ending with quizzes, which are available anytime, anywhere and on any device. it also issues employees with a digital passport as soon as they have validated 16 quizzes from the various topics. ten months after the campaign was launched, over 68,000 digital certificates have been awarded and more than a million videos have been watched. “the program is so popular that people take selfies of themselves holding their digital passport,” says François arnal, director of skills development. some eclectic interests have emerged. the most popular videos are of stéphane richard, the CEo, presenting the group’s digital challenges, one on 4g, and another on organizing in-house web conferences. good idea creating short modules (some last less than 5 minutes) so that employees can fit their training into their work schedule. ❚❚ Anne-sophie bellAiche

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innoVation

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talk shows and news Broadcasts on airat airBus since June 2013, airbus’s 13,000 engineers can watch programs broadcast on the web. there are two formats: a 45-minute airbus group news program, and talk shows on Hr topics, during which guests analyse such subjects as professional experts and innovation policies. Web viewers can take part in live question-and-answer sessions during these programs. Capucine ortoli, head of communications for the engineering department, is pleased with the results obtained. “We’re registering 1,500-2,000 connections for live programs and 12,000 visits for replay,” she says.

Links to further information are added to intranet programs. marie robin, the project manager, has calculated that “this format is twenty times cheaper than organizing events.” there is no room to hire and no half-day’s leave for travel to meeting venues. another benefit of web broadcasts is that they deliver almost instant information to everyone. until now, communication was mainly done by managers, who passed on company messages with varying degrees of accuracy. this form of in-house communication also gives feedback for its broadcasters. managers know how many people have watched, for how long, and when they turned off. this helps improve communication. good idea Broadcasting a 45-minute airbus group web news program, and talk shows on hr topics. ❚❚ christophe bys

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Jcdecaux is connecting its Bus shelters Previously, bus shelters protected passengers waiting for public transportation and gave them information about their route. now, not only do JCDecaux bus shelters protect against bad weather, they are also fitted with a large touchscreen giving access to around twenty useful passenger applications. these applications are selected with the town and give information about each district: job vacancies, commercial news and places of cultural interest to explore if you have ten, twenty, or even thirty or more minutes to spare. “some of these applications are supplied by towns themselves, whereas others come from the start-ups we work with,” explains albert asséraf, JCDecaux’s executive vicepresident of strategy, research and marketing. But that’s not all. their usB sockets enable passengers to recharge smartphones, tablets, and laptops. some shelters are even equipped with free Wi-Fi and photovoltaic or living roofs. their LED lighting adapts to light levels and a ‘stop requested’ button warns approaching bus drivers. this new generation of 100% ‘made in France’ digital bus shelters was tested in aix-en-Provence, annecy, and amsterdam. some 2,000 of them are currently being installed in Paris. their exclusive design by marc aurel includes a leaf-shaped roof, which can be configured in 250 different ways, depending on the street layout. good idea observing how prototype bus shelters were used. ❚❚ Aurélie bArbAux

renz is connecting Parcel Boxes the mailbox manufacturer renz, which generates turnover of 80 million Euros, has joined forces with La Poste to test connected parcel boxes in a Paris apartment building. “although digital technology has reduced domestic mail deliveries, e-commerce has led to more parcels being sent,” observes alain Fischer, CEo of renz France. this project, which began in 2010, aims to reduce the height of mailboxes and fill the space liberated with communal parcel boxes. these parcel boxes can be made private for a delivery period via an electronic lock system, which residents activate using the swipe card that gives them access to the building (nFC technology means they will soon be able to do this with their smartphone). the swedish company Combiplate, which has been bought out by renz, developed this solution. “if we don’t develop our electronics expertise, we’ll end up as a mere supplier of fine sheet metal in the future,” says Fischer, the CEo of this smE based in Woustviller (moselle). a parcel’s recipient is alerted by sms or email when it is delivered. the system will include an option for residents to send parcels by franking them via La Poste’s web portal and then leaving them in their parcel box. renz has also launched a connected mailbox for houses. “there’s enough here to develop the market for the next forty years,” says an enthusiastic Fischer. good idea redesigning products by use rather than by technology. ❚❚ pAtrick déniel

ProDuCtion

digital disruPtion

PHiLiPs ; D.r.

PhiliPs is relocating e-health to the cloud Philips already has a foothold in the medical equipment sector (imaging scans, sensors, etc.), and is now venturing into e-health services. it has developed eCareCompanion, a mobile application that helps patients with chronic diseases manage their illness. it has also developed eCareCoordinator, which enables healthcare professionals to monitor their patients remotely. the specific feature of these services is that they are based on a cloud-computing platform designed by salesforce, the world leader in customer relationship management. “until now, we were using solutions operating on healthcare center and hospital servers,” explains Jeroen tas, head of this new business segment at Philips. By moving over to the cloud, we’ve made these services accessible by simple registration, with no prior investment and no operating or maintenance worries.” Philips’ traditional telemedicine solutions are already enabling healthcare professionals to monitor more than a million home patients a day. these new services have not settled for simply putting Philips’ clinical expertise online. they have also extended salesforce’s customer relationship management tools to patient interaction work. “this combination also improves patient monitoring by helping healthcare professionals talk to one another,” observes tas. Philips hopes to reduce the cost of treating chronic diseases by up to 40%. these illnesses represent 75% of healthcare expenditure in developed countries.

BMw is testing google glass on quality control the launch of the google glass project for the general public seems increasingly in jeopardy. But there are more and more professional applications for these augmented reality glasses. BmW has equipped certain workers at its spartanburg factory in the usa with google glass.

Quality control staff can now take photos and record videos while checking pre-series vehicles leaving the production line. the default setting of these glasses records the final two minutes of inspections, and workers can save any images they consider relevant. this feature enables isolated incidents, which can be hard to reproduce, to be stored. this data is fed back by testers to the analysis department. according to BmW, this gives faster, easier communication and more accurate, better-documented reports. there are plans for another use: video conferencing between departments to identify and deal with problems as soon as they arise. this pilot project is part of BmW’s broader industry 4.0 plan. BmW wants to check if there is a role for wearable technology in its factories. if the pilot is successful, the use of connected glasses may be extended to other jobs and production sites. good idea in situ testing of wearable technology ❚❚ sylvAin Arnulf

colgate-PalMolive’s ‘Just-in-tiMe’ suPPly chain Colgate-Palmolive now runs its supply chain using ‘just-in-time’ processes. it has achieved this by installing a data processing accelerator. this american household cleaning and personal hygiene products giant has kept its former saP sCm management software. But to improve reactivity, it copies data onto a saP Hana database. By using ram instead of traditional hard disks, this technology makes processing 100-300 times faster according to the software vendor saP. Colgate-Palmolive has therefore optimized its supply chain from production to storage, shipping, and distribution. ‘Just-in-time’ production has made significant cost savings. “ColgatePalmolive’s supply chain used to have the problem of excessively long queries,” explains Jean-michel Jurbert, director of the Bi, Eim and Hana solutions market for saP France. “it would take 20-30 minutes to analyse the data and provide a response. now it takes less than a minute.” Following its test of saP Hana technology for calculating costeffectiveness, Colgate-Palmolive has used it to manage e-publicity campaigns and on supply chain management. Data that used to take several days to process is now done in one. over 98% of orders are met within delivery deadlines and stock visibility is guaranteed to 99% accuracy. good idea using a new generation, real-time database. ❚❚ ridhA loukil

good idea choosing an open-source solution to connect patients and healthcare professionals. ❚❚ ridhA loukil

l’usine nouvelle i n° 3411 suPPLEmEnt i FEBruary 19 2015

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D.r

alstoM is using data to Boost its Maintenance services services and data are essential for rail tracks. alstom launched an innovative predictive maintenance tool for trains and infrastructures at the innotrans rail industry trade fair, which was held in Berlin from 23 to 26 september. this tool, called HealthHub, is based on data analysis solutions to anticipate equipment maintenance needs and optimize its life span. although HealthHub draws on many

sources, a new device boosts its efficiency: an automated diagnostics portal above rail tracks that scans trains when they return to the depot. in particular, this measures the condition of three essential components: wheels, brake pads, and pantograph carbon strips. these measurements are more accurate and more frequent (daily) than manual inspections. this provides better quality data for HealthHub, enabling it to predict components’ wear and tear more accurately and optimize their life span. this portal linked to HealthHub was tested in the uk, where alstom carries out maintenance on 52 Virgin trains. according to alstom, it reduced maintenance costs by 15%. this powerful portal may also be used beyond maintenance contracts. For example, to provide train fleet data for rail operators trying to ensure their equipment is always available. good idea using data to develop new services. ❚❚ mAnuel morAgues

ExPLoration

digital disruPtion

coMBining suPerheroes with innovation coMPetitions Even the good old ideas box must be digital if employees are to use it. Bouygues Bâtiment Île-de-France–rénovation Privée has combined superheroes and computer games with innovation competitions. “We wanted a competition that would be just as addictive as the Candy Crush game,” explains Céline Delord, deputy director of sustainable development at Bouygues Bâtiment subsidiary. Heliceum, which suggested combining innovation with computer games,

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digital disruPtion

still had to overcome hesitation in the company. Would serious ideas emerge from a game? Was it really serious to use a superhero avatar for a competition? the answer is “yes”. against all expectations, “the superhero avatar really got discussion going,” says a Delord. Delord refuses to make any assessment for the time being, she has noticed a real craze since the launch in January 2014. in the first month, overall participation was 65%. and it hasn’t yet run out of steam. “in terms of quantity of ideas, we’ve broken all records by a long shot,” says Delord. on the technical side, “we delivered an initial version within a very short deadline and then added to it,” says alexis godard, Heliceum’s Coo. the platform is integrated into the company’s intranet. system administrators can create new content, such as a competition corresponding to the group’s news.

catching Bloggers at fleury Michon the idea of targeting bloggers arose from discontent. “after a five-year effort and 2 million-Euro investment to develop more natural, additive-free surimi subject to sustainable fishing, consumers were still suspicious of us, convinced that this product is made of fish and crab scraps,” explains nathalie sicard, marketing director of seafood company Fleury michon. surimi represents 20% of sales for this group. in July 2013 it decided to try and reassure

good idea using a game-based avatar to get people talking and ideas flowing. ❚❚ christophe bys

consumers. “our surimi contains 38% fish, which comes from filets caught exclusively on open seas: 90% alaska pollock and 10% Pacific white hake,” stresses David garbous, Fleury michon’s director of strategic marketing. a transparency campaign called ‘Come and Check’ was organized at the beginning of 2014 to spread the word. it is targeting specialist food and health bloggers, who influence consumer choices. the campaign includes a visit to Fleury michon’s factory in Chantonnay (Vendée) and a fishing expedition to alaska to observe the source and type of fish filets. only five of the thirty bloggers selected will go out on a trawler. they will be joined by three randomly chosen consumers. this campaign, which required a website to be set up, will last four months and cost 1.5 million Euros. this is cheaper and may give a better pay off than tV commercials. good idea investing in targeted influencers to reassure consumers. ❚❚ Adrien cAhuZAc

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27

digital disruptioN

strategy

What do Chief digital offiCers do?

The digital transformation of industry needs to move up a gear, which is where chief digital officers (CDOs) come in. L’Usine Nouvelle met the CDOs at ERDF, L’Oréal, Pernod Ricard, and Renault.

by EmmanuEllE DElsol

Pascal Guittet ; thomas D’aRam

N

o sector will escape the transition to digital technology, whether automobile manufacturing, aeronautics, cosmetics, pharmaceuticals, energy, etc. This is because the phenomenon concerns products, markets, processes, organizations, and staff. To steer through this transformation as successfully as possible, more and more manufacturers are appointing a specific manager called the chief digital officer (CDO). These appointments are made by the CEO and frequently include a place on the executive committee. “Digital technology is becoming institutionalized throughout society,” says Antonin Torikian, director of Institut Fabernovel. “The CDO role is therefore being formalized and now appears in organization charts.”

Above all, CDOs regard themselves as accelerators or catalysts of digital transformation. In most cases, digital transformation starts with pilot projects, digital champions, and collaboration with start-ups. It then needs to be streamlined, organized, and transmitted to the whole company. A CDO’s role is to activate the right levers and give a company the basis on which to consolidate gains. Generally speaking, CDOs start by carrying out an inventory to identify projects the company has already started, as well as its needs and the people involved. They define a company’s digital priorities for the coming months, which will guide the strategy to be pursued.

“CDOs do not all have the same scope of activity,” notes Lubomira Rochet, who holds the post at L’Oréal. “But there are some cross-cutting themes, such as innovation, reinventing brands in the digital age, and partnering the move towards e-commerce and customization.” Nevertheless, their priorities all include two fundamental points. First comes data. “An organization turning digital generates a lots of data,” says Torikian. “A pilot is essential for this industrial, economic, and ethical issue.” Next comes digital culture, which needs to be shared by the whole company. A CDO’s 28

aNtoNia MCCahoN PeRnoD RicaRD a systeM for digital teChNology antonia mccahon arrived at Pernod Ricard in september 2013. she is its digital acceleration director rather than chief digital officer. that says it all. a month after she took up her post, the company launched four projects: data for marketing use, publicity content management, new forms of commerce, and digital transformation of work. to move quickly, mccahon, a pure product of digital technology, set up a system with she and her 8-person team as the main cog. to establish its pillars, mccahon collaborated with a task force of 80 digital

champions drawn from hR, finance, marketing, and it. these champions are employed in 80 companies on Pernod Ricard’s market who are motivated by this theme. she then trained super force teams for each specified goal. Where there is “a real market need”, she has a network of digital directors in the relevant business areas and countries. everyone, from the executive committee to markets, is working with the same focus and performance indicators.

For mccahon, the digital transformation of staff work forms the essential pillar, without

digital disruptioN

patriCk hofstetter Renault the pioNeer Patrick hofstetter has been the chief digital officer at Renault since 2011. such rare length of service makes him a pioneer, as well as a witness to the transformation of this role within the group. Whereas his newly appointed colleagues have crosscutting roles, hofstetter manages a digital factory, an entity in its own right within the marketing department. he set up its internal organization and operational processes with the rest of the company. he also established a digital strategy, validated by the executive committee. For hofstetter, cDos spur on, start things up,

which the other three are impossible. the company therefore set up an in-house social network and developed a digital technology trivial Pursuits-type mooc. all top and middle managers at Pernod Ricard were due to complete its 14 modules as part of their 2014 goals. mccahon has not forgotten collaboration with the digital technology ecosystem: Pernod Ricard has opened a digital distillery, an open platform that puts its subsidiaries and start-ups in Dublin and san Francisco in touch with one another. ❚❚ l’usinE nouvEllE i n° 3411 suPPlement i FebRuaRy 19 2015

advocate, and basically get the ball rolling: “We’re the drive behind projects since they are then taken over by hR, in-house communication, etc.” his team launched an in-house social network, training modules, and a digital academy project. but digital technology has grown

luboMira roChet l’oRéal a frugal leadership faN her appointment by the group’s ceo, with a place on the executive committee, was a telltale sign of the digital transformation under way at l’oréal. an economist by training, Rochet was in charge of digital transformation at ssii Valtech for four years.

she regards herself as a catalyst for speeding up action implemented by the company and devising e-beauty service models. l’oréal already had a connected beauty incubator in silicon Valley and had launched innovative e-commerce projects, digital hR experiments, etc.

in importance at Renault, which talks increasingly of overall digital transformation. in mid-2013, the digital factory and its cDo, which have a more crosscutting role, joined a new project management team to transform Renault’s worldwide commercial management. “i was also appointed expert leader,” adds hofstetter. “like the thirty or so other experts, i also have a more crosscutting role in my area of expertise: building up customer loyalty, new conquests, and organization.” customer digital clickstreams for connected cars was added to his existing responsibilities on platforms, content, mobile technology and e-commerce. he also contributes as a big data expert. ❚❚

Rochet has identified 600 experts in this field. l’oréal now has to transmit this digital culture to the whole company. “teaching people to make unusual finds on their own,” she says in summary. Rochet wants to develop everyone’s skills, especially by instilling digital culture rather than opposing it to traditional methods. this is achieved first by dispelling the myths surrounding it. For Rochet, e-commerce is nothing more than a new sales channel. next, training is required. Rochet set up a flagship expertise center for e-commerce, data, cRm, social media, etc. she also took l’oréal’s managers on an internship at some of the big names in digital technology this summer. “a big group isn’t a start-up,” points out Rochet. “you need to convince people individually on a day-to-day basis. you also need to know how to run nlP, convince the executive committee, etc. this is achieved via frugal leadership, which counts in terms of followers rather than armies!” ❚❚ 29

digital disruptioN

ChristiaN buChel eRDF the eNthusiastiC iNdustrialist listening to christian buchel, you’d think he is something straight out of a digital technology mold: collaboration with French tech, agile methods, data governance, opening aPis, hackathons, etc. he almost apologizes for being so enthusiastic about his role. yet unlike many cDos, he had not had a career in digital technology before his appointment at eRDF in may 2014. Philippe monloubou, ceo of eRDF since January 2014, entrusted its program for business-area digital transformation to this pure product of the electricity industry. but buchel is also a professional transformer of organizations, just as likely to fetch ideas from limoges as observe projects in china. he is creating a network

strategy will fail completely without this essential foundation.

As all CDOs also confirm, DHRs are essential allies. Digital transformation changes a company’s recruitment, training, career structures and work. CDOs therefore set up training and refresher courses for all staff. These obviously include MOOCs or tutorials, but links with the digital sector, whether large companies or start-ups, via partnerships, co-innovation, or even company internships, also help incorporate digital culture into a company. “This culture can be a key recruitment issue for digital native generations entering the labour market,” observes Torikian.

Pascal Guittet

a job that is reinvented every day In terms of organization, if there is one word that CDOs abhor it is ‘silo’. Creating a new one is out of the question since most of them are only in charge of a business unit.

“On the contrary, their job involves breaking down all silos in a company and its business areas. These put a brake on any clear digital strategy for the executive committee and staff,” says Torikian.

CDOs are in charge of very small teams of around ten people, made up of multi-skilled, agile, adaptable digital technology experts who use the growth drivers in each of the company’s business areas. They are digital champions, who have already set up projects and have either already had a career in digital technology or are very drawn to it.

These small teams are a CDO’s start-up. They use agile methods, trial and error, collaboration, project mode, etc.

30

extending over thousands of kilometers. buchel’s digital transformation program comprises four priorities: infrastructure management (telecontrol, predictive maintenance, and big data), external dialogue, meter and sensor data management, and social/cultural transformation. after examining how digital technology could help eRDF’s business areas, he drew on his previous experience to make a comparative study. “We carried out a digital diagnosis on our levers to find out how eRDF is positioned in relation to other companies,” he explains. “We looked at world benchmarks for electricity distribution, as well as for automobile manufacturing and insurance.” ❚❚

CDOs reinvent their job, processes, strategies, models, and assessment tools on a daily basis, referring mainly to codes governing the digital sector. For this reason, they seek out peer support. “This is a new area for everyone,” confirms Antonia McCahon, digital acceleration director at Pernod Ricard. “I therefore meet up with the CDOs at L’Oréal and Axa every other month.” Lubomira Rochet at L’Oréal, confirms this: “Even though there are differences, we do a lot of work together, especially on how to assess the performance of our digital investments.”

Christian Buchel works at EDSO, a group of European electricity distributors that develops and sets up smart grids.

He is a somewhat unusual choice for this post; ERDF chose to appoint an old hand from the energy sector. Although a specialist in transforming organizations, he is also a digital technology expert: something of an exception. CDOs are still mainly chosen for their career path in digital technology. For example, Lubomira Rochet, Antonia McCahon, Patrick Hofstetter (Renault), and Yves Tyrode (SNCF). Some of them only have slight previous experience of their company’s business.

And not all of them are digital native thirtysomethings with a background in communications or marketing.

On the other hand, they share the same initially surprising aspiration: they would like their post to disappear. Not straightaway of course, but within five to ten years when their company’s digital transformation is complete. By then, everyone will have forgotten about this transformation and their work will be done. ❚❚

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digitaL disruPtion

usine iO, which has just opened in Paris, is a truly collaborative design and methods office.

innovation

Fab Labs, PrototyPe Factories The fab lab concept is becoming professionalized.

But there is no point to a digital fabrication workshop without a community to bring it to life.

BY Aurélie BArBAux

32

ord, Safran, Renault, SEB, BMW, Airbus, Air Liquide, Alcatel-Lucent, Parrot, and Hologram Industries to name but a few. They aim to unlock their employees’ creativity in order to spot potential intrapreneurs, increase the number of patents, and innovate differently or even in a complete break with the company’s business, via recovered awareness of objects. “Since the advent of microelectronics, complex software and advanced materials, most people have lost touch with their products,” explained BNP Paribas’s WAVE exhibition on collective ingenuity. Losing touch with design and manufacturing constraints is just as real in companies, even – perhaps especially – in big industrial groups. This is because task specialization and recourse to sub-contractors means they lose touch with making things themselves. The fab lab concept was professionalized in California, where it was conceived and chartered by the Media lab at the Massachusetts Institute of Technology (MIT) in 2001. The first TechShop opened in 2006. These private digital fabrication workshops form a network and are open to fee-paying members. L’Usine Nouvelle visited the San Francisco TechShop.

Unlike global fab lab networks, there is no open access here,

F

digitaL disruPtion

renault has set up its own innovation room in the Guyancourt Technocentre (Yvelines).

training is not all given free by lab users, and inventions are not necessarily put back into the community. At TechShop, ProtoSpace, CreativeLab, Fabrique, Garage, Fabemake, Usine IO, etc., making available CAD workstations, 3D printers, milling machines, and laser cutters is not enough. “We have all sorts of equipment here, of course, but our greatest asset remains our member community, especially its diversity. The design of the premises, which facilitates discussion, is also central,” explains Will Brick, manager of the TechShop in Detroit. Someone with an idea does not work alone here, like a solitary inventor in his garage or an engineer in his design office. And this is precisely what companies come looking for in these new premises: brainstorming that will unlock their employees’ creativity and imagination. As at Safran, they may also want to spot potential intrapreneurs by giving them resources to script their ideas.

sébastien sindeu

inspiring a ‘maker’ spirit In a company context, it is not all that easy to create a community in which people share their expertise and time.

Imitating Ford in Detroit, BMW also decided to use the Californians’ experience of TechShop to open the first European TechShop with the University of Munich. In France, Hologram Industrie and Parrot preferred to finance Usine IO, which has recruited a team of four prototyping, electronics, and methods experts to support users up to mass production of their product. For Airbus, Safran, Renault, Alcatel-Lucent, Systra and Air Liquide, who decided to equip themselves with their own fab labs, inspiring an in-house maker spirit is not easy.

And sharing expertise is not yet entirely standard practice.

Digital prototyping labs such as Renault’s obviously need to broaden their range of uses and open up to many different people. For example, Safran gives its would-be inventors access to its services fab lab. To get people into the habit, carefully organized “maker-style” innovation sessions, limited in duration (2-3 days) and number of participants (7-8), can be run with the help of specialists such as Nod-A agency.

Companies can also train their staff themselves. “We’ve codified a fab lab users’ document, a sort of instruction guide for anyone wishing to come here and work on projects other than services,” explains Fabrice Poussières, head of Safran’s service innovation workshop.

At the gateway to Paris, the ICI fab lab in Montreuil (SeineSaint-Denis) has launched a makers’ university. It offers a program of 60 training courses, internships, classes, and workshops, given by 165 creative entrepreneurs and open to companies. These training courses are for companies, entrepreneurs and private individuals who want to develop a business requiring artistic, traditional or digital expertise in an innovative, creative setting. ❚❚ l’usine nOuvelle i n° 3411 supplement i february 19 2015

in-house workshops snecma has put a workshop at its makers’ disposal Launched in “garage” mode on the Villaroche site (Essonne), Snecma’s service innovation workshop moved to Montereau (Seine-et-Marne) and was inaugurated in June 2014. Tucked away in this 236 m2-site is a fab lab set up in collaboration with the start-up Aktan (ex-Nikoe) and managed by Fabrice Poussière. All Safran-Group employees can come along to prototype their ideas. A vinyl printer, 3D printer, electronic prototyping platforms (Arduino, Raspberry Pi, etc.) are available, as well as video resources, Lego bricks, foam boards, foam, etc. for scenarios. “We’ve also added a Data sandbox, a sort of data version of Snecma, for faster prototyping,” explains Poussière, who has put together a team of expert ‘makers’. In addition to business developers and the service innovation workshop’s purchasing expert, the fab lab is home to two designers and three specialist engineers in ergonomics, software development, and data processing.

This lab is original in coming under business development management rather than R&D. “It aims to identify staff with an intrapreneur profile, such as the engineer who conceived an airline coaching service, helping them save 3-5% on their annual fuel consumption by analysing engine data,” explains Poussière. The fab lab will also be used for co-development sessions with partners. ❚❚ A. B. 33

digitaL disruPtion

airbus is expanding its protospace throughout the group

renauLt has equipped itself with an open creative lab In accordance with its “bottom-up” innovation policy implemented since 2008, Renault has set up a digital fabrication workshop in its ideas incubator. The innovation room is in the main building of the Guyancourt Technocentre in Yvelines. “This is place bustling with life and full of serendipity, which should trigger unexpected creative sparks,” explains Dominique Levent, head of creativity and vision at Renault.

To attract the inventors who will generate these sparks, the team has launched calls for ideas on the Intranet and also organizes workshops to promote others. ”Although this place is run by Lomig Unger, the community manager, we realized that we needed a creative lab to help people materialize their ideas with us,” says Levent. To equip the lab, Levent was inspired by work carried out on fab labs by the New Generation Internet Foundation in 2012. It contains 3D printers, a laser cutter, vinyl cutter, video equipment for scripting and illustrating topics, and a large whiteboard.

Everyone has access to everything, whenever they want.

“Even when we’re working on a project, the doors remain wide open and people can come in and work,” continues Levent. This openness is essential to create an in-house user community. ❚❚ A. B. 34

Over 2,000 Ford employees use its Techshop in Detroit.

open workshops Ford has equipped itself with a techshop in detroit to boost innovation The Detroit TechShop in the USA opened in June 2012, opposite Ford’s head office. And it was Bill Coughlin, CEO of Ford Global Technology and responsible for the group’s intellectual property, who wanted it. “A big part of my role is to encourage innovation,” he says. “We wanted a place where any staff member who wanted could come and make a prototype. It’s very easy to kill off a paper-based idea, but far less so with a prototype!” To motivate its employees and generate income for the TechShop, Ford created a Patent Incentive Award, which gives a three-month subscription to any staff member with an invention idea. There are now apparently more than 2,000 of them. “That’s a lot of engineers,” says Coughlin. But a motorization expert may come to develop an idea for doors, for example. We attract even more profiles via training courses. ”For example, hundreds of computer scientists signed up for classes in OpenXC, an open platform for automobile sensor data devised by Ford in another open innovation approach. In accordance with the TechShop concept, the Detroit site is not reserved for Ford

d. r.

Prototyping done by start-ups outside the aeronautics sector is expanding rapidly. It was observing this phenomenon that made the Airbus Group want to follow in the footsteps of fab labs originating from MIT. This new Airbus ideas laboratory is called ProtoSpace and should generate ideas and enable component design concepts to be validated. Airbus even speaks of working methods close to those developed by the video games industry. These collaboration areas provide pioneers with supplies of electronic components, 3D scanners, a virtual reality helmet, augmented reality, etc., as well as the inevitable 3D printers. Teleconferences are organized to facilitate contact with entrepreneurs throughout the world. Ultimately, the idea is to develop high-performance component prototypes in record time. And cultivate a spirit of entrepreneurship within the group. The first ProtoSpace was inaugurated in Toulouse (Haute-Garonne) in February.

It has already been used by 2,000 staff and enabled the development of 150 prototypes. This concept is spreading at Airbus, with comparable fab labs appearing in Filton (UK), Hamburg (Germany), Bangalore (India), and Getafe (Spain).

There are also plans for a site in the USA. ❚❚ Olivier JAmes

digitaL disruPtion

but is open to everyone. And Ford rarely intervenes regarding its layout, although Coughlin did recently ask for a Baxter robot. “Our idea is to train our employees to work with Baxter so they get used to working with robots,” he explains. This will attract production staff. ❚❚ emmAnuelle DelsOl

competitive!

Don’t go looking for wannabe inventors at the Jules Verne Technology Research Institute’s FabMake in Nantes (LoireAtlantique). This new 380 m2-materials and production processes digital fabrication workshop at the Technology Research Institute is for professionals. It found a home on Technocampus Composites, the former Airbus industrial site. Local engineering schools (La Centrale and Les Mines) Airbus, Daher, DCNS, the chamber of commerce and industry support the project. It was set up with Pôle EMC2 and Fabshop, a start-up in Saint-Méloir-des-Ondes (Ille-et-Vilaine).

“Initially, the idea was to create an area where Technology Research Institute researchers could experiment and materialize their ideas more quickly,” recounts Olivier Daïrien, the fab manager. It came about after a visit to the San Francisco TechShop.”The government’s fab lab project call encouraged us to open up the project to a wider audience. And a 200,000 Euro public grant, added to 300,000 Euros invested by the Technology Research Institute, meant it could be set up faster. Access to the lab is given for a 35 Euro monthly fee.

Some areas may be privatized; the entrance area will serve as a machine manufacturers’ showroom. ❚❚ A. B.

usine io, a collaborative design and methods office in paris Inaugurated in the 18th arrondissement of Paris on 1 October 2014, Usine IO provides the space, IT and industrial equipment needed to turn an idea into a mass-produced product. It also offers advice from CAD, electronics, manufacturing and methods experts. “When we floated the idea of setting up a digital fabrication workshop in Paris, project promoters said they needed support, explains Benjamin Carlu, an engineer from the Arts et Métiers engineering school who initiated the project and co-founded Usine IO. This 19th-century factory building gives fee-paying access to 500 m2 of co-working space, 500 m2 of digital design space, and 500 m2 of workshops. It is expected to generate a continuous stream of industrial product prototypes, designs, and mock-ups ready to be sent to sub-contractors to manufacture “designed in France” items. This concept is winning over industrialists; Air Liquide has already signed up. Henri Seydoux, CEO of Parrot, and Hugues Souparis, CEO of Hologram Industries, invested in the project, together with Jacques-Antoine Granjon (Vente-privée.com) and Xavier Niel (Free). As the winner of the French government’s fab lab project call, Usine IO received a 200,000-Euro grant. ❚❚ A. B. l’usine nOuvelle i n° 3411 supplement i february 19 2015

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DIGItAl DISRuptIoN

Connected objects

MADE IN FRANCE DESIGN The talent of French designers means French connected products are making a name for themselves abroad. by aurélie barbaux

Withings designs and conceives intelligent products, integrating design at an early stage.

o It’s so French. Is there a specifically French form of digital design expertise? Definitely. “French design is best described as ingenious and elegant,” states Anne-Marie Boutin, president of the French Agency for the Promotion of Industrial Design. For Pierre Garner, director of the agency Elium Studio, which among other things has designed connected objects for Withings, the word ‘seduction’ should also be added. “Our initial relationship with an object is sensory,” he explains. “For connected objects, which are highly technological, their seductiveness enables people to appropriate them more easily. This is part of the French touch in design.” Several visionary entrepreneurs embody this movement. For Stéphane Distinguin, CEO of the innovation agency Fabernovel and president of the Cap Digital business cluster, “the success of French connected objects is due in particular to several outstanding players in the French tech ecosystem. Start-ups such as Parrot, Withings, and Netatmo conceive, design, and manufacture smart, aesthetically pleasing, and very well made products.

They also integrate design at a very early stage.” In France,

S

36

involving designers from the start of a project is something new. But this is no doubt what enabled Withings connected scales or blood pressure monitors, for example, to feature among the best selling items on Apple Store. “What’s interesting, especially in Elium Studio’s design, is that shape is no longer dictated by technology since components have become tiny. Designers can start conceiving new objects again,” says Boutin. Objects are thought out according to their use and “take into account from the start that consumers have a smartphone in their pocket,” points out Frédéric Potter, founding CEO of Netatmo. For Potter, design is conditioned by the internet and means everything must be thought out at the same time: physical service, object, the Cloud, and interfaces. Nevertheless, a start-up’s development teams often treat this last aspect separately, and most of the time only outsources the object’s design.

Everything has to be done very quickly. “Connected objects represent a paradigm shift,” says Garner. “When we design a normal product, we’re in a completed ecosystem with a well-known marketing approach. An object has a function

DIGItAl DISRuptIoN

and we just add something to it. But the ‘shape follows function’ approach of traditional industrial design cannot be applied to connected objects.” He adds: “Their functions are constantly changing and objects are associated with an application. We can’t just design something and then say it’s finished anymore. Withings scales, which started as a mere set of connected scales, are now also a home system for measuring your heart rate and CO2 level!”

Philippe starck called in as reinforcement Connected objects are most frequently used to adapt measuring, monitoring, or well-being services, which also change very quickly. “Interfaces are revamped very regularly – every six months – to keep up with usage. Products last longer,” observes Armand Billard of Caïman Design, which revamped the Coyote interface, a driver assistance system.

Jean-Louis Fréchin, a digital designer and founder of the agency Nodesign, says designers must be careful: “If there’s no interaction between an object and its application, it’s not a connected object.” Designers should also pay attention to ethical issues: “I’ve got a problem with connected forks and toothbrushes. These objects enter our body, distance us from our primary reflexes, and invite us to surrender to technology behavior that we need to acquire,” he adds. The choice of designer is therefore crucial.

lima, when design reinvents storage star of Ces 2015, The lima device automates file sharing on all devices in the home. it was first born through design thinking while defining its function and its usage scenario. Then it had to be given a brand and the identity of a personal belonging. initially named Forget box, it was re-named ‘lima’ its white injection-molded plastic case designed

by David Moreeuw, is ringed with an ‘infinity’ logo in a choice of seven colors.

The co-founder of Sevenhugs, Simon Tchedikian, who launched sleep-tracking devices for the whole family, is also concerned about his products’ design. “I’ve done the rounds of French designers and have met many of them. I thought it important to communicate well so they could understand my product and its market,” he explains. But getting in a star designer with a famous signature was out of the question for him. “I wanted a consensual design for my product.” Patrick Jouffray, of the Toulon-based agency 360, best understood his expectations and successfully designed “a beautiful object that blends into the furniture.” This was the opposite stance to Potter’s in choosing the design for Netatmo’s connected thermostat, which he entrusted to Philippe Starck. “This product was launched in the face of stiff competition and therefore needed a strong design. Starck brought a lot to the project, not just in terms of its design but also its technology, especially the screen.” The fact remains that although good design is a necessary requirement, it is not enough. “To enjoy great success, everything has to be perfect,” says Potter in summary. “Right the way through to the sales process.” ❚❚

D.R.

Sevenhugs, a family altar dedicated to connected sleep The transparent and symmetrical base symbolizes the reunion of family gathered around a good night’s sleep.

When the gentle blue light goes on, it is time for bed. The smooth round captors are slipped under the children’s bedding. This is Patrick Jouffray’s (agency 360 in Toulon) response to the request for a consensual design for intrusive electronic objects, which should be inconspicuous.

l’usine nouvelle i n° 3411 supplement i febRuaRy 19 2015

37

digitAl diSruptiOn

iT Tools

Which OS fOr the internet Of thingS? If start-ups and manufacturers are rushing to embrace connected things, they are spoilt for choice when it comes to fitting them with the right operating system. For the time being at least.

BY SYlvain arnulf

A

ccording to the IT research and advisory company Gartner, there will be more than 200 billion connected things by 2020. The enormous potential of this market is inevitably whetting people’s desire to dominate it. There is fierce competition to create the accompanying technological building blocks: connection protocols (the French company Sigfox is well positioned), data processing platforms, and operating systems (OS). This is because connected things, like computers and smartphones need an OS to work. That is, almost all of them do: those with the simplest technology, limited memory, and few functions (such as Netatmo’s UV-detection bracelet, called June) can manage without them. For the others, designers are spoilt for choice when it comes to choosing an OS. Alongside very ambitious web giants, many small companies are also trying to meet these needs. For the time being, the market is not dominated by any one company, especially since connected objects’ wide range of sizes, uses, and equipment configurations means a universal OS for all categories does not yet exist.

the five rOleS Of An OS TaSk ManageMenT

An OS manages access rights and interactions with equipment (battery, screen, sensors, etc.).

SeCuriTY

An OS identifies authorized users, ensures the integrity of data transmitted, and prevents security breaches.

reMaining OPen

uSer inTerfaCing

An OS enables developers to program their own applications.

An OS manages usage of buttons, screens, diodes and other links with users.

• • :

•

COMMuniCaTing WiTh The envirOnMenT

An OS is the link between connected objects and data received from networks.

Withings has kept the type of OS used in its Pulse activity tracker confidential in order to protect itself against imitations.

38

digitAl diSruptiOn

MOre energY effiCienT, agile OPeraTing SYSTeMS The family tree formed by these numerous, diverse members has two branches: screenless devices (very little computing power, tiny memory and low energy consumption), and screen devices (whose interfaces need more resources and can work in less energy efficient operating systems). In the crowded niche occupied by screenless devices such as movement detectors and environmental sensors, manufacturers have been designing their own tailor-made, rudimentary operating systems for a long time.

But more sophisticated operating systems truly adapted to this environment are beginning to appear. For example, Pebble watches and Netatmo weather stations are fitted with FreeRTOS. Their engineers could also have chosen other open source solutions, such as eCos, Contiki, and TinyOS. Processor and micro-controller designers, such as Intel, ARM, and Texas Instruments, are also developing their own solutions. Lastly, French stakeholders are trying to make a way for themselves: the OS for Lepton on-board systems designed by O10ée (pronounced “odyssee”) offers tailor-made options for SMEs, while the Riot project aims to provide an OS that works in all types of device.

frOM SMarTPhOneS TO COnneCTed ThingS These specialist companies are not really threatened by web giants, which do not yet know how to design such energy efficient operating systems and are instead focusing on another segment: screen devices. Google, Microsoft and BlackBerry want to capitalize on their smartphone expertise to conquer related devices: watches, bracelets, wearable technology accessories, connected cars, and TVs. For Marc de Courville, Chief Technology Officer at Archos, there is a certain logic in using an OS derived from smartphones. “Choosing Android only makes sense if you have a direct user interface. This gives you all the accumulated experience on graphic interface management,” he says.

Fred Potter, chief executive officer of Netatmo, makes the same observation. He thinks it would be ridiculous to go back to the drawing board for screen devices when very effective solutions already exist: “You’d need to invest a lot of resources to develop an OS of the same quality as Android,” he says.

pascal guittet, D.R.

dO iT YOurSelf The ever-growing number of proprietary and open source operating systems currently available is not stopping manufacturers from continuing to develop in-house solutions of their own. While granting them a certain freedom, it does not however, save money, as Frédéric Salles, CEO of Matooma, a French company specializing in SIM card connectivity, reminds us: “Creating or adapting your own complete OS increases the cost and time-to-market.” The emergence of one or two universal, all-purpose operating systems would make life easier for applications developers and would help reduce development costs. But it is not going to happen overnight. ❚❚ l’uSine nOuvelle i n° 3411 supplement i febRuaRy 19 2015

the ten MOSt prOMiSing SySteMS andrOid Wear

freerTOS

WeArAble GOOGle

the reAl-time StAr

the Os has been designed for wearable technology. ideal for smartwatches and smart clothing

this open source Os for microcontrollers enables simultaneous multi-tasking and real-time priority management. ideal for connected objects with several types of sensor.

WindOWS 10 FOr All ScreenS

Version 10 of microsoft’s Os will be unified for all screens, from pcs to connected objects. ideal for connected things with a visual interface.

TinYOS FOr micrO-ObjectS

QnX

tinyOs is adapted to miniature systems with a tiny memory. but it is not a real-time system and is non-scalable. ideal for basic sensors.

blAckberry’S trump cArd

vXWOrkS

the canadian company blackberry hopes to bounce back via connected objects; it acquired QnX in 2010. this solution is already fitted to car systems. ideal for car entertainment systems.

Tizen

Flexible And mOdulAr

created for on-board it systems and robotics, the architecture of this proprietary software produced by Wind River has been adapted to fit various connected things. ideal for objects with a visual interface.

SAmSunG’S FAvOrite

riOT

this Os backed by samsung and intel could enjoy a second lease of life after failing on smartphones. it is to be fitted to connected bracelets and tVs. ideal for smartwatches.

the cOnnected ObjectS’ linux

COnTiki

Originating from academic research (with support from inRia) in france and germany, it can theoretically run in all types of connected things, both screen and screenless. ideal for everything.

the beSt SyStem FOr meASurementS

lePTOn

Originating from a swedish scientific research center, this open source Os has been specially designed for wireless sensor networks. ideal for environmental sensors.

SmAll but Sturdy

this french real-time Os has been used by industry for over five years. its designers have made it more flexible to fit a wide range of connected objects, both with and without a visual interface. ideal for industrial terminals.

39

The Global Event for Payment/Identification/Mobility

unlimited innovation

17 19 Nov. 2015

40

HALLS 3 & 4 Paris Nord Villepinte France w

y

www.cartes.com

michael lumbroso

DIgItal DIsruptIon

in june 2012, SnCf organized Hack Days, which resulted in the tranquilien application that improves information dissemination to passengers.

Digital technology

CompanIes, open up your Data!

Open data is not reserved for governments and local authorities. However counterintuitive it may seem, it may also be in the interest of companies to open up their data. bY aurĂŠlie barbaux

l’uSine nouvelle i n° 3411 supplement i february 19 2015

I

n an era of digital technology and open innovation, it is not such a preposterous idea for companies to open up their data. Open data enables companies to aim at previously unattainable objectives and to sometimes work faster on developing an ecosystem, changing their image or to regain trust. But the road to achieving these goals is not risk-free.

In 2011, a Bluenove-BVA survey observed that just 40% of major French companies were prepared to share their environmental data, 37% their technical data, and 26% their operational or marketing data. Three years later, major companies that have taken this risk can be counted on the fingers of one hand: SNCF, RATP, La Poste, Havas Media, and Ouest France.

1

Set YourSelf a Clear objeCtive

Unlike governments and local authorities, which open up their data to promote transparency and innovation on all fronts, a company must have a clear objective to risk open data. If only to convince itself internally of its use, even 41

DIgItal DIsruptIon

though no one knows what other people are going to do with the data. “Nike put its supplier database online, encouraging people to provide feedback on ethical issues, since it really wanted to make the Internet work in its interests,” observes Jean-Marc Lazard, CEO of Opendatasoft, a start-up that runs an open data platform. Likewise, although Johnson&Johnson published ten years’ worth of upstream studies on the market for a particular medicine, it was to encourage the ecosystem to work on the data. “For the SNCF Group, the open data approach, launched pro-actively and freely three years ago, has two objectives: to improve dissemination of passenger information on every possible channel, especially for daily transportation, and to help transform the company via this data,” explains Romain Lalanne, head of open data at the SNCF Group. “Some companies have realized that being the first to provide data may be more effective than creating ways to protect it,” adds Lazard.

2

iDentifY Data to SHare anD targetS

For obvious reasons of confidentiality, right to privacy, and even competition, companies are never going to share their customer data. On the other hand, they may share business or technical data. This is the case at Havas Media France, which did not think twice about publishing Le Media-Poche, its annual media bible, under open license, as well as its POE (Paid-Owned-Earned barometer, which measures the public’s exposure to brands), and its connected objects and World Cup studies. All this was published on the Etalab website, the French government’s open data portal. It also launched a website (havasmediaopendata.com), which presents studies and provides contacts. “The hardest thing

an open Data Clause In ContraCts “We’re going to put an open data clause in all City of Paris invitations to tender. It will state that data generated as part of a contract is free and must be accessible, with no marketing and no restrictions other than security related ones,” announced Jean-Louis Missika, deputy mayor of Paris in charge of urban planning. This will be hard to implement. “It’s technically feasible, but will be difficult

42

from a legal perspective.

There are issues relating to the confidentiality, anonymity, and dissemination of data not belonging to the city of Paris,” explains Pierre-Yves Senghor, Mo2City’s chief marketing officer. Especially since the French National Commission for Computing and Liberties has ruled that consumption data belongs above all to consumers.

wasn’t putting data online, but rather convincing our staff,” recounts Yves Del Frate, Havas Media France’s CEO. “I had to explain that at some point or other people would have access to this data anyway. It’s better to open it up ourselves in order to start discussions and have a shared language for development. Beyond collaboration we may initiate with our partners and suppliers, we also believe there is an ecosystem of private individuals, students, researchers, and geeks who could be interested in the media. And having projects, software ideas, and companies inspired and nurtured by our data may be of interest to us one day.”

3

CHooSe an eConomiC moDel

“Be careful,” warns Lazard. “A company must be ready to venture into open data. When it opens up its data, it enters a system. It needs to think carefully about the economic model it is prepared to take on, and the relationships it wants to have with start-ups.” This is not easy. In order to change staff mentality, La Poste’s innovation management team had to scrape post office data itself while overcoming internal resistance. To get staff to accept the open license idea, it began by offering an internal open data mode. “The idea is to make open data a lever for transformation,” explained Delphine Desgurse of La Poste’s digital strategy management team at an open data and open government conference in Paris. At SNCF, the policy is being pushed through by organizing events such as its Data Shaker, in which developers are invited to spend five months working on its open data at NUMA, a co-working centre in Paris. It also ran the Datascience.net competition, open to young researchers until 30 September 2014, to devise models for forecasting passenger numbers at stations in the Île-de-France network, and to talent-spot future recruits for the group.

4

retain Control... aS far aS PoSSible

It is not always easy to scrape the data you want to share from IT systems since companies are often organized in silos. “We started by setting up a data room, which centralizes and redistributes all the data,” explains Yves Del Frate from Havas Media France. This is the opportunity to standardize formats since opening up data requires a quality approach respecting data standards, reliability, and completeness. Then all that remains to do is choose a means for disseminating it. “We don’t just offer tools for collecting and making data available, but also platforms on which companies retain control of their data,” says Lazard. This is the case for SNCF, whose open data is accessible on an open data website that uses Opendatasoft’s platform. This “enables selective sharing, especially internally”, points out Lalanne. Not all data is necessarily in open license mode, as on the Etalab website. The share-alike license chosen by SNCF requires developments made using the data to be put back into the community. It also means the company can know how its data has been used. As Havas Media France has observed, users do not necessarily contact data senders.

“You shouldn’t try to imagine how your data will be used, or seek to control it. You must let start-ups be creative,” advises Lalanne. And know how to be patient. ❚❚

à

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High Voltage Charge Pumps

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DEUTSCHLAND Linear Technology GmbH

+49-(0)89-9624550

Distributoren

+49-(0)6103-3040 +49-(0)89-6139393 +49-(0)531-80980 0800.1.800.125

Arrow Farnell Setron Digi-Key

Tel. (Deutschland): 089 / 96 24 55-0 Tél. (France) : 01.56.70.19.90

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—

44

, LT, LTC, LTM, Linear Technology and the Linear logo are registered trademarks of Linear Technology Corporation. All other trademarks are the property of their respective owners.

FRANCE Linear Technology SARL

+33-(0)1.56.70.19.90

Distributeurs

+33-(0)1.49.78.49.00 +33-(0)4.74.68.99.99 0800.161.113

Arrow Electronics Farnell Digi-Key

onible Dossier disp 2015 ! s r a m 9 u d à partir

13 OCTOBRE 2015 Paris 2e édition

RÉVÉLER LA FACE NUMÉRIQUE DE L’INDUSTRIE

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Pour en savoir plus : http://evenements.infopro-digital.com/usinenouvelle/trophees/ Demandez votre dossier de candidature à : tnum@usinenouvelle.fr

Charge Pumps Go High Voltage 60V

15VIN

+12VOUT

LTC3260

24VIN

–12VOUT 12VOUT

LTC3255

Low EMI

3VIN to 16VIN

LTC3245

5VOUT

Buck, Buck-Boost, Inverting—No Inductor Our new family of high voltage charge pumps simplifies the design of DC/DC power supplies by eliminating the need for an inductor and requiring only a capacitor as the external storage element. These devices provide output currents up to 250mA and conversion topologies including buck, inverting and buck-boost. Their wide input voltage range of 2.7V to 48V and 60V transient ride-through and wide operating temperature range (up to 150˚C) make them ideal for automotive, industrial and medical applications.

High Voltage Charge Pumps

Info & Free Samples www.linear.com/hvchargepumps

Part Number

VIN Range

Quiescent Current

Max IOUT

LDO Follower

Topology

LTC®3255

4V to 48V

16µA

50mA

—

Buck

LTC3245

2.7V to 38V

18µA

250mA

—

Buck-Boost

LTC3260

4.5V to 32V

100µA

2 x 50mA

LTC3261

4.5V to 32V

60µA

100mA

DEUTSCHLAND Linear Technology GmbH

+49-(0)89-9624550

Distributoren

+49-(0)6103-3040 +49-(0)89-6139393 +49-(0)531-80980 0800.1.800.125

Arrow Farnell Setron Digi-Key

Tel. (Deutschland): 089 / 96 24 55-0 Tél. (France) : 01.56.70.19.90

Dual: Inverter/LDO —

Inverter

, LT, LTC, LTM, Linear Technology and the Linear logo are registered trademarks of Linear Technology Corporation. All other trademarks are the property of their respective owners.

FRANCE Linear Technology SARL

+33-(0)1.56.70.19.90

Distributeurs

+33-(0)1.49.78.49.00 +33-(0)4.74.68.99.99 0800.161.113

Arrow Electronics Farnell Digi-Key