DSI business model

For GreenSI, 2019 should mark a turning point for the IT department’s role in the digital transformation of businesses.

And that’s good because The role of state regulation investments that DSI influences, even if not alone, has confirmed that it exists The most divisive factor for the success of this transformation.

So when a group from DSI organizes an exchange evening this week on the topic of “When CIO (re)invents the corporate economic model“, green There can be.

This was an opportunity to post two comments from companies – Edenried And Suez Where DSI, or a digital entity close to DSI, played a major role in marketing the company’s new services, and de facto It changed its business model.

In 2010 and 2019, Edenred published two stakeholder reference documents that allow us to measure progress.

In 2010, Edenried, the inventor of “Ticket Restaurant®”, formerly known as Accor Services, was born out of the AccorHotels group’s split between hotels and prepaid services businesses. It now claims the world number one position in its market. However, in 2010, all of its products are based on paper; They are called “tickets” (Ticket Restaurant®, Ticket Alimentación, Ticket CESU, childcare vouchers …), when many startups explore the physicalization of transactions with the Internet.

It was the entire IT department of the “new” Edenred that was able to capitalize on this new momentum of IS digitization and understand that this graph (above) taken from the 2010 Activity Report clearly showed thatEdenred was a mediation platform that brought together companies, their employees and even public authorities, in more than 40 countries. The transformation plan was announced to lay the foundations for a new long-term growth strategy that has been deployed in three phases (“Success 2010”, “Conquer 2012” and “Invent 2016”) and thus achieve success that would have been impossible without SI.

In 2019, Edenred was at the heart of a virtuous ecosystem of 750,000 businesses, 1.4 million affiliated merchants, allowing 43 million employees to take advantage of digital transaction services, such as the popular Ticket Restaurant®.

This shift was accompanied by economies of scale for platforms by increasing their turnover over the period faster than their workforce.

Edenried’s digital transformation of the Islamic State, relying on the Internet, was seen as an obvious one, in contrast to other CIOs who simultaneously viewed the Internet as a topic outside of their ISIS.

The strong ties between DSI and the General Manager were certainly the catalyst for this success.

Same era, but different sector, entity Suez From a think tank, Ondeo Systems, later renamed smart solutions (Editor’s Note: This is where I work when I’m not blogging!), on external marketing to local authorities of advanced business solutions used internally by Suez. In 2009, it launched a remote meter reading platform on the Left Bank of Paris, to digitize the mass metering of water consumption and its traditional uses, such as billing or network management. The business of its clients (subscribers to its data) is then transformed, both internally and externally.

To further develop her area of ​​expertise, she then took over the management of business applications managed at DSI and praised her teams with IT professionals from her ranks. In 2012, its technology was improved and retained by GRDF for its gas meters. It then developed a full suite of Expert Software (Aquadvanced®), based on the analysis of billions of data collected every month by its platform.

In 2019, it became the global leader in smart water solutions, spearheading an ecosystem around selected open technology (Wize Alliance – 169MHz), becoming an important building block for rethinking smart cities (Smart Cities) and paving the way for Suez to a publisher/merger/data operator economic model, quite different from its core business of selling volumes (m3 or tons) processed.

platformsAnd EcosystemsAnd Digitization Both internally and externally through the information system, CIOs play a key role in these aspects of digital transformation. These two examples, over 10 years, also show a commitment to own Medium-term strategy step by stepeither realized in a program like Edenred, or through the speed of regular redirection of activities in the marketplace like Smart Solutions.

In this case, IT department has its own business model, connected to digital activities, why not a profit center, Against the cost center model found in all information systems governance. It then organizes itself to manage the selling and support relationship with the company’s external clients, while maintaining strong links with the IT used internally where it derives its commercial expertise.

But technology is not everything, and there are many obstacles to the success of the newly transformed digital business.

In 2018, Gartner studied the obstacles to developing digital business models, which were summarized in 6 main obstacles and presented during the IT fair/exposition:

  1. culture resistant to change
  2. Backward sharing and collaboration practices
  3. The deals are not ready
  4. talent gap
  5. Current practices do not promote good digital practices
  6. Minimizing change management

We see that while the IT department can accelerate the transformation of the digital platform at the heart of future digital businesses, the brakes are not all dependent on technology, even if in some cases they can also support it (notably in-house collaboration, at scale or support for change).

Thus, if DSI understands business issues, it will be able to enhance its advisory role to the General Managerwho is looking for An inside guide in a rapidly changing technological world. It should also incorporate into its teams more entrepreneurial profiles, not be afraid of risk, and better suited to sales, dialogue and teaching methods.

Thus, the digital future is full of opportunities for the CIO who will be able to increase their management skills and agility.which will have abandoned its historical constraints (governance and non-digital suppliers) and will be able to build the modern digital platform the company needs to develop its revenue and reinvent its business model.

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