Action plan
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Grand-Est industries |
Threats | Opportunities | Challenges | Actions |
| New technologies | Increased IT security risk (IoT and BC develop massively) Europe loses ground to the US and China: more drastic regulation (GDPR) Risk of dependence on technology providers (which become the ones setting terms) Fragmentation of solution providers, which reduces their visibility (start-ups vs. big tech) Pressure on time and on personalisation (rental) Monitoring by large groups (control over productivity by client companies) |
Consumers have greater confidence in the use of data (European regulation, empowerment) New technologies provide access to larger markets and the development of smart manufacturing Development of smart data, customer listening (multichannel marketing), customer experience. A more favourable balance of power with start-ups than with big tech Tokenization of know-how offers new opportunities for value creation Possibility of pooling access to technologies |
Ability to remain competitive despite a restrictive regulatory framework Ability to access new technologies in a context of dependence on American and Chinese leaders for access Establishing a win-win relationship of trust with the new start-ups |
Calling on external experts to optimise systems according to regulatory constraints Participation in the Grand Est Blockchain-AI IoT 5G Plan (Region) Running one-off trials with certain start-ups to gauge the possibilities of larger-scale collaboration |
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Financial aspects |
The proliferation of tokens leads to high volatility. Heavy investment in technology with an uncertain ROI Fragmentation of shareholders, leading to horizontal governance in real time (private individuals via fintechs) Limited financing capacity, pressure on costs, etc. Competition between SMEs |
Funding opportunities through Europe, local authorities, ICOs and fintechs Reduction in transaction costs Less dependence on a single client company |
Ability to incorporate new financing logics (financial innovation) Ability to make the transition between traditional models and new technologies (financial, human and transformation costs) Introducing more horizontal governance How to secure margins in real-time decision-making, without being certain of having the human resources |
Identifying and optimising sources of funding (State, Europe, fintechs, ICOs, etc.) Creating technology purchasing cooperatives to pool expenditure Identifying pivotal investments (core business vs. new technologies) Carrying out lessons-learned reviews on implementing horizontal governance Long-term factory leasing rather than investing (SMEs become service providers). |
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Business Model |
More demanding consumers (technology, ethics) require rethinking the offer Cost of rethinking the business model and the value chain (functional economy, rentals) By subcontracting to SMEs, large groups may lose their raison d'être Difficulty for SMEs in securing margins (real time, lack of resources). |
Customer as partner (co-development) Focus on the end consumer (no more need for intermediaries) The customer pays more but is more specialised Development of open innovation Tokenization of know-how and services provides new resources |
Ability to build partnerships with customers and technology start-ups Ability to listen to the individual customer in order to build the offer (moving from BtoB to BtoBtoC) Establishing a rental culture Renting out means of production |
Connecting industrial projects (needs) with digital incubators and solution providers. Analysing best practices regarding collaboration with the customer Developing a customer-oriented information system Supporting the cultural change through training and communication |
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Production processes |
Increased risks of cyberattacks given the growth of IoT Mistrust of open data. GDPR risks limiting the development of IoT |
Emergence of a European standard (M2M technology transfer) The development of IoT has a positive impact on the entire value chain Development of digital twins |
Guarding against the security risks linked to the growth of IoT Ability for all players in the sector and in the production process to develop IoT while complying with GDPR constraints Developing a culture of machine-to-machine data sharing between manufacturers |
Investing in and monitoring cybersecurity Deciding between recruiting a Data Protection Officer and external outsourcing |
| HR | Financial and social costs of adapting HR to technological change Unemployment rising to 15% (social unrest) Loss of the HR function in favour of the purchasing function (contracts with freelancers) Labour costs rise in order to capture scarce resources (bidding wars for talent). Fragmented HR, more complex to manage |
The shift from employee to freelance status increases flexibility Virtual open space, holograms for remote working. Overall reduction in the volume of HR to manage |
Anticipating and supporting new skills needs Deciding between outsourcing and in-house development of key skills Ability to manage the transition from employment to freelancing Attracting and developing key skills in occupations in short supply (data scientists) |
Conducting genuine sector-wide workforce planning linked to the impact of new technologies on skills needs Redirecting training towards rental and subscription marketing Setting up training plans to develop the skills linked to new technologies Adapting all HR processes to the shift from employee to collaborator Pooling scarce skills Actions to strengthen the regional attractiveness of the Grand Est Outsourcing HR |