When we talk about the challenges of digitalisation for Egis, the focus is first and foremost on the growth and even survival of the business model in a complex environment that is constantly changing, driven by regulatory reasons, technological disruptions and shifts in the players within the value chains. New players, especially start-ups, are disrupting established practices. The main objective is therefore to adopt a different way of working in order to remain competitive. The transition from the current state to a desirable future is seen as an integral transformation, with digitalisation as an essential means for this metamorphosis.
It is also emphasised that this transformation affects the entire ecosystem. In this sense, the concept of the employee, which was initially discussed, must be broadened. Today, the company is no longer limited to an internal context with blurred boundaries, but must be considered from an ecosystemic perspective. An assessment was carried out by bringing together people from different backgrounds to propose different use cases and solutions.
Concrete examples were cited during the discussion, such as GRTGaz with its significant assets linked to underground gas networks. Although the transformation model for their business is already considerable, with the expected arrival of renewable gases, the network will undergo a significant transformation. The use of the digital twin is presented as a solution for modelling these changes and proposing rational approaches to transforming this asset.
Equans also highlighted the potential use of IoT to meet regulatory obligations and strengthen the connection between the field and the office, especially for isolated workers. At Egis, the impact of digitalisation on already computerised professions such as CAD is being observed, with AI challenging established practices. Automation and generative design are mentioned as elements that will significantly change engineering professions, similar to the roboticisation of industry.
The latest example: HN Services, a digital services company, which highlighted the importance of the digital workplace for service continuity beyond the challenges posed by the Covid-19 pandemic. Pitfalls to avoid were discussed, including the need to move beyond a limited employee-centric view of the business, and the need to see transformation as a strategy rather than a constraint. Success factors include a clear vision, strong sponsorship and, above all, change management adapted to each segment of the ecosystem. Transformation is seen as a dynamic and continuous process, as opposed to simple change.
Finally, the idea of constantly re-examining the strategy in the face of transformation paths, taking into account regulatory changes and technological disruptions, is highlighted as an essential point. Finally, it is suggested that we embark on transformation by accepting to work differently, to move from a current state to a desirable future, with a clear, flexible strategy and change management adapted to the ecosystem.
