Action plan
| Grand-Est industries | Threats | Opportunities | Challenges | Actions |
| New technologies | Widespread loss of confidence in new technologies (platforms, fintechs, connected systems), which prove to be faulty and insufficiently secure. Massive data loss. Data centres called into question. Rejection of technology by one category of consumers, cf. S2. The negative hype surrounding related applications (tokens, cryptocurrencies, smart contracts) gathers momentum. Limitation of the development of IoT and big data. Loss of institutional funding for technology in favour of safeguarding employment. |
Introduction and generalisation of security tiers, cf. airports. Strong return of backup systems. Development of private clouds or more local forms of storage. Introduction of supervisory bodies (local, national level). More widespread State intervention for data protection. Acceleration of relocation within industry. |
Ensuring the switch to private clouds. Which information system architecture to choose? For heavily digitalised large groups, fallback solutions to full digitalisation need to be identified. Reinventing the "factory of the future" after the technological crash, notably through more secure systems. Offering a more diversified range of more agile technologies |
Making collaboration with hackers widespread. Developing hybrid clouds. Deciding between internal and external private cloud in terms of human and financial investment. Developing a general "disaster recovery" system for Grand Est companies. |
| Financial aspects | Halting of investment programmes for the development of new technologies linked to AI and digitalisation. Limited support from the State and the EU to assist companies affected by the crash, in favour of support for employment. Abandonment of fintechs by the companies that had invested in them. An overall fall in turnover to be absorbed and, for Grand Est manufacturers, a risk of severe recession. |
Development of the circular and local economy. State financial support for employment (e.g. short-time working, individual training leave) New State schemes open to citizens in order to finance local companies (a new type of savings account or other tax-reduction schemes, for example) |
Schemes to be introduced in order to encourage private and local investors. Making financial placements and investments more secure Ability to free up significant resources in order to invest massively in information system security |
Developing new legal forms to allow consumers to participate in the life of companies. Refocusing investments towards less volatile products less linked to technology (property, insurance, Developing local crowdfunding and crowdsourcing aimed at finding solutions for sharing financial risks. |
| Business model | Loss of information sharing between companies and with consumers Development of hyper-competition between online platforms, which tends to weaken their margins and the effectiveness of their business model The big tech companies and their business model called into question. Slower growth and strong pressure on margins for e-commerce platforms such as Alibaba and Amazon. Overall questioning of business models built on new technologies. |
Refocusing of industrial momentum at local and national level, retreat into identity Circular economy, new short distribution channels. Opportunity for new, more local social networks after the technological crash. Increased coopetition between previously competing companies, pooling of processes. |
New marketing to be considered, with communication actions contextualised to the situation in order to restore user confidence and remain competitive. Planning a new method of data collection. Reconfiguring the architecture of the business model in order to create a new value proposition and win back customer loyalty. |
Active participation in local community life (a source of recruitment and a marketing target). Offering a return to "care" and to the quality of the customer relationship in order to renew data collection. Adapting communication in order to convince consumers that they are regaining control of their data. Developing direct sales from the factory. Renewing infrastructures in order to guarantee circular production. Creating a local consortium for innovation and for investment linked to securing information systems. Contributing to the local development of new shared lab-type infrastructures. |
| Production processes | Difficulty of adaptation for fully robotised industries. The use of IoT in production called into question. Increased vulnerability regarding the securing of technologies. |
Development of "digital twins", which make it possible to test systems virtually and which offer increased security. Better control of the stages of the production chain and of machinery. An opportunity to be seized by SMEs that are less digitalised and more agile. |
Avoiding production stoppages and relocating production depending on the sector. Adapting production methods in line with the new investment priorities and the various suppliers. Developing the new processes linked to information system security. |
Making "digital twins" and security checks systematic. Developing a certification standard for securing information systems. Increasing the human validation phase in the production process. Developing exchanges with other companies around best practices in securing information systems. Creating a network of craftspeople and/or manual worker profiles who can be called upon in the event of a technological crash. |
| HR | Threat to numerous jobs that are no longer suited. Rising unemployment and increased insecurity in certain occupations (Uber). Credibility problem for HR following the massive leak of confidential data. Lack of staff with sufficient skills to develop more secure systems. |
New sources of employment, partly due to State and EU support in response to the technological crash. Less competition. |
Acquiring and developing skills in information system security. Contributing to the support of digitalised occupations. Managing to support the regionalisation movement from an HR standpoint. |
Recruiting hacker profiles and cybersecurity experts Seeking out skills matching the new approaches within the region, or developing them in-house through apprenticeship and training centres. Restoring the standing of traditional intermediation occupations (for example experts and consultants). Organising shared employment arrangements for experts "pooled" between different companies. Overhauling HR practices (recruitment, training, career paths) from a more regional perspective. |