{"id":15323,"date":"2020-11-09T09:51:46","date_gmt":"2020-11-09T09:51:46","guid":{"rendered":"http:\/\/localhost:8080\/?p=15323"},"modified":"2020-11-09T09:51:46","modified_gmt":"2020-11-09T09:51:46","slug":"l-avenir-d-orange-business-services-selon-le-prisme-du-plan-strategique-engage-2025","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2020\/11\/09\/l-avenir-d-orange-business-services-selon-le-prisme-du-plan-strategique-engage-2025\/","title":{"rendered":"L&rsquo;avenir d&rsquo;Orange Business Services selon le prisme du plan strat\u00e9gique Engage 2025"},"content":{"rendered":"<p>[<em>French version here\/English version below<\/em>]<\/p>\n<p>Dans le cadre du Comit\u00e9 de Groupe Monde d&rsquo;Orange des 3, 4 et 5 novembre 2020 par t\u00e9l\u00e9conf\u00e9rence, la Direction du Groupe a inscrit un point \u00e0 l&rsquo;ordre du jour relatif \u00e0 la strat\u00e9gie d&rsquo;Orange Business Services pr\u00e9sent\u00e9 par Helmut Reisinger, CEO d&rsquo;Orange Business Services.<\/p>\n<p>Cette pr\u00e9sentation, au contenu (volontairement ?) tr\u00e8s dense (44 diapositives en 60 minutes) et complexe pour les non-initi\u00e9s, se positionne dans la prolongation de <a href=\"201911128330\/europe-et-international\/strategie-d-orange-business-services-dans-le-tunnel-de-la-transformation.html\" target=\"_blank\" rel=\"noopener\">celle qui avait \u00e9t\u00e9 pr\u00e9sent\u00e9e aux membres du Comit\u00e9 de Groupe Europ\u00e9en d&rsquo;Orange les 5, 6 et 7 novembre 2019 \u00e0 Bordeaux<\/a>. Sans surprise, l&rsquo;occasion est saisie ici pour la Direction d&rsquo;Orange Business Services d&rsquo;exprimer son total soutien \u00e0 chaque ambition du plan strat\u00e9gique Engage 2025, en affirmant entre autres sa volont\u00e9 d&rsquo;acc\u00e9l\u00e9rer sur les territoires de croissance , son engagement pour l&rsquo;inclusion num\u00e9rique et la plan\u00e8te, la n\u00e9cessit\u00e9 de r\u00e9inventer son m\u00e9tier d&rsquo;op\u00e9rateur, ou encore de placer la data et l&rsquo;intelligence artificielle (IA) au coeur de son mod\u00e8le d&rsquo;innovation.<\/p>\n<p>Depuis le pr\u00e9c\u00e9dent plan strat\u00e9gique Essentiels 2020 lanc\u00e9 en 2015, la Direction rappelle les transformations successives d&rsquo;Orange Business Services, obtenant, via des acquisitions cl\u00e9 (Basefarm, Business &amp; Decision, SecureData, Secure Link) et la prise en compte de bout en bout du voyage de la donn\u00e9e, une v\u00e9ritable reconnaissance des clients et du march\u00e9, ceux-ci \u00e9voluant dans un nouvel \u00e9cosyst\u00e8me conjugant digitalisation, durabilit\u00e9 et responsabilit\u00e9. Dans ce contexte mondialis\u00e9, le B2B est parvenu, pour la Direction d&rsquo;Orange Business Services, \u00e0 un tournant d\u00e9cisif ouvrant des opportunit\u00e9s \u00e0 la fois aux acteurs Telco &amp; It, tout en conduisant les entreprises du secteur \u00e0 se diff\u00e9rencier en se r\u00e9inventant, \u00e0 choisir des partenaires capables de les accompagner dans des solutins fiables et durables, tout en offrant aux utilisateurs finaux une exp\u00e9rience sans couture et de qualit\u00e9. Depuis mi-2000, Orange Business Services a entam\u00e9 sa diversification, puis a acc\u00e9l\u00e9r\u00e9 sur l&rsquo;IT en 2015 (23% de part dans les revenus OBS), a effectu\u00e9 en 2018 ses premiers pas vers la mutualisation avec le voyage de la donn\u00e9e de bout-en-bout, pour parvenir au statut d&rsquo;entreprise de services digitaux n\u00e9e du r\u00e9seau en 2020, avec 37% de part de l&rsquo;IT et des services dans son chiffre d&rsquo;affaires.<\/p>\n<p>Afin de d\u00e9cliner la strat\u00e9gie Engage 2025 au plus pr\u00e8s de sa projection, Orange Business Services propose une vision centr\u00e9e client et d\u00e9clin\u00e9e autour de 3 ambitions et 3 engagements.<\/p>\n<p>S&rsquo;agissant des ambitions:<\/p>\n<ul>\n<li>construire des propositions de valeur de bout-en-bout. Il s&rsquo;agit pour Orange Business Services de d\u00e9velopper les services IT en renfor\u00e7ant et en capitalisant sur le socle teclo du Groupe. Les objectifs sont ambitieux et visent \u00e0 r\u00e9aliser 30% du chiffre d&rsquo;affaires mondial WAN issu du SD-WAN, 1.6 Md d\u00a0\u00bbeuros issu de Business &amp; Decision, d&rsquo;Orange Cloud for Business, des services IoT (Internet of Things) et du relais de croissance mobile, 1 Md d&rsquo;euros issu d&rsquo;Orange Cyberd\u00e9fense et \u00e0 quadrupler le taux de p\u00e9n\u00e9tration du FTTx en France.<\/li>\n<li>d\u00e9velopper et industrialiser les services d&rsquo;int\u00e9gration, en acc\u00e9l\u00e9rant la p\u00e9n\u00e9tration du Groupe dans les services d&rsquo;int\u00e9gration, de fa\u00e7on industrielle et au plus pr\u00e8s des besoins m\u00e9tier des clients. L&rsquo;objectif vis\u00e9 passe par un retour \u00e0 la croissance de l&rsquo;EBITDAaL d\u00e8s la fin de 2021.<\/li>\n<li>se r\u00e9inventer pour relever les prochains d\u00e9fis. Le besoin imp\u00e9rieux de se transformer afin de passer \u00e0 l&rsquo;\u00e9chelle dans les services est rendu encore plus urgent par la crise sanitaire et \u00e9conomique mondiale sans pr\u00e9c\u00e9dent, le monde \u00e9voluant toujours plus rapidement. Les estimations indiquent que la transformation par la technologie repr\u00e9sente une opportunit\u00e9 de 1000 Mds de dollars US pour les industriels. Le Groupe misera sur les salari\u00e9s et le d\u00e9veloppement de leurs comp\u00e9tences pour r\u00e9aliser cette ambition avec succ\u00e8s.<\/li>\n<\/ul>\n<p>Concernant les engagements:<\/p>\n<ul>\n<li>renforcement de la confiance de nos clients. Pour la Direction d&rsquo;Orange Business Services, Il faut am\u00e9liorer les parcours clients multi-canaux et multi-domaines, acqu\u00e9rir une exp\u00e9rience client remarquable dans un environnement multi-services et amplifier l&rsquo;attractivit\u00e9 des offres. L&rsquo;objectif est d&rsquo;atteindre un Net Promoter Score de 25 d&rsquo;ici 2022, puis de le hisser \u00e0 40 d&rsquo;ici 2025.<\/li>\n<li>miser sur les salari\u00e9s et leurs comp\u00e9tences. En \u00e9cho \u00e0 la troisi\u00e8me ambition d\u00e9crite plus haut, le Groupe r\u00e9affirme que ses salari\u00e9s constituent son premier atout pour construire une culture d&rsquo;entreprise de services et d&rsquo;innovation. L&rsquo;objectif poursuivi par Orange Business Services est d&rsquo;obtenir, d&rsquo;ici 2025, une recommandation comme employeur attractif sup\u00e9rieure \u00e0 85%, tant en interne qu&rsquo;en externe. L&rsquo;atteinte de cet objectif passe par l&rsquo;anticipation des \u00e9volutions m\u00e9tiers li\u00e9s aux \u00e9volutions technologiques, le d\u00e9veloppement d&rsquo;une culture d&rsquo;entreprise o\u00f9 l&rsquo;apprentissage est un \u00e9l\u00e9ment essentiel, par la pr\u00e9paration et l&rsquo;accompagnement des salari\u00e9s aux \u00e9volutions des m\u00e9tiers, et enfin par le d\u00e9veloppement des programmes de sensibilisation de tous les salari\u00e9s aux \u00e9volutions technologiques ainsi qu&rsquo;\u00e0 l&rsquo;engagement du Groupe envers ses clients.<\/li>\n<li>s&rsquo;engager pour un d\u00e9veloppement responsable, en r\u00e9duisant les \u00e9missions de CO2 et en assurant la promotion de l&rsquo;\u00e9conomie circulaire \u00e0 travers le \u00ab\u00a0Green IT\u00a0\u00bb et les \u00ab\u00a0Solutions for Green\u00a0\u00bb. Orange Business Services vise une r\u00e9duction de 30% de son empreinte carbone d&rsquo;ici 2025, notamment via la collecte de terminaux ainsi que le recours aux \u00e9nergies renouvelables.<\/li>\n<\/ul>\n<p><strong>A l&rsquo;issue de cette pr\u00e9sentation, les membres du Comit\u00e9 de Groupe Monde font part de leurs observations et adressent plusieurs questions \u00e0 la Direction d&rsquo;Orange Business Services. En pr\u00e9ambule, ils indiquent que la lisibilit\u00e9 des diapositives fournies rendent leur compr\u00e9hension extr\u00eamement compliqu\u00e9e, notamment via l&rsquo;usage de jargon sp\u00e9cialis\u00e9. Par ailleurs, ils font part de leurs inqui\u00e9tudes sur les sujets suivants:<\/strong><\/p>\n<ul>\n<li><strong>l&rsquo;attractivit\u00e9 d&rsquo;Orange Business Services est intimement li\u00e9e au niveau de vie de ses salari\u00e9s par rapport \u00e0 celui offert par les comp\u00e9titeurs locaux, en fonction des g\u00e9ographies, soulignant une certaine disparit\u00e9 salariale selon les pays dans lesquels Orange Business Services est pr\u00e9sent.<\/strong> La Direction r\u00e9pond que la perception des salari\u00e9s en fonction de la r\u00e9alit\u00e9 \u00e9conomique locale est \u00e9videmment diff\u00e9rente. Elle pr\u00e9cise que les marges sur le march\u00e9 international sont beaucoup plus faibles que celles pratiqu\u00e9es par Orange en France en tant qu&rsquo;op\u00e9rateur, indiquant, \u00e0 titre d&rsquo;exemple, que le Groupe ne d\u00e9tenait que 3 ou 4 PoP (Point of Presence) aux Etats-Unis. Elle indique que les aspects li\u00e9s \u00e0 la profitabilit\u00e9 sont intimement li\u00e9s aux marges qu&rsquo;Orange est en capacit\u00e9 de g\u00e9n\u00e9rer en fonction des g\u00e9ographies.<\/li>\n<li><strong>l&rsquo;int\u00e9gration de nombreuses entreprises externes au sein d&rsquo;Orange Business Services a g\u00e9n\u00e9r\u00e9 un fort turn-over, avec plus de 300 d\u00e9parts par an en France \u00e0 titre d&rsquo;exemple.<\/strong> La Direction r\u00e9pond que les comp\u00e9tences sont tr\u00e8s recherch\u00e9es, et que le monde de l&rsquo;IT, de la cybers\u00e9curit\u00e9 et du cloud, observe r\u00e9guli\u00e8rement des taux de turn-over approchant les 20%. Au sein de Business &amp; Decision, il a \u00e9t\u00e9 derni\u00e8rement divis\u00e9 par deux, sous l&rsquo;effet de la crise sanitaire de Covid-19.<\/li>\n<li><strong>des interrogations demeurent sur la volont\u00e9 du Groupe Orange de transformer les postes actuels de salari\u00e9s ou de recruter \u00e0 l&rsquo;ext\u00e9rieur du Groupe.<\/strong> La Direction indique que l&rsquo;entreprise regarde dans les deux directions. La formation en ligne a enregistr\u00e9 de fortes demandes, dans le cadre de la crise sanitaire, ce qui d\u00e9montre, selon elle, une v\u00e9ritable volont\u00e9 des salari\u00e9s de se former. Orange Learning a \u00e9t\u00e9 d\u00e9ploy\u00e9 sur l&rsquo;ensemble des g\u00e9ographies du Groupe, des solutions d&rsquo;e-learning \u00e9tant \u00e9galement propos\u00e9es par certains des parytenaires du Groupe, tel que Google par exemple. Malgr\u00e9 cela, tout en valorisant le potentiel interne, certaines comp\u00e9tences tr\u00e8s pointues sont \u00e9galement \u00e0 valoriser \u00e0 l&rsquo;ext\u00e9rieur du Groupe.<\/li>\n<li><strong>sur la contribution d&rsquo;Orange Business Services \u00e0 la relocalisation d&rsquo;activit\u00e9s industrielles en France<\/strong>, la Direction pr\u00e9cise que le Groupe Orange est acteur dans l&rsquo;ensemble des secteurs num\u00e9riques et qu&rsquo;\u00e0 ce titre, Orange Business Services est consid\u00e9r\u00e9 comme performant dans l&rsquo;ensemble de l&rsquo;\u00e9cosyst\u00e8me. La perception des clients sur la protection des donn\u00e9es est particuli\u00e8rement bonne. Si la globalisation va se poursuivre, l&rsquo;exp\u00e9rience de la pand\u00e9mie a contribu\u00e9 \u00e0 la prise de conscience d&rsquo;une opportunit\u00e9 de relocalisation d\u00e9finie dans le cadre du plan de relance dans les pays, et en particulier en France.<\/li>\n<\/ul>\n<p>[<em>English version<\/em>]<\/p>\n<p>As part of the Orange World Group Committee meeting on November 3rd, 4th and 5th, 2020 by teleconference, the Group Management included an item on the agenda relating to the Orange Business Services strategy presented by Helmut Reisinger, CEO of Orange Business Services.<\/p>\n<p>This presentation, with (deliberately?) very dense content (44 slides in 60 minutes) and complex for the uninitiated, is an extension of <a href=\"201911128330\/europe-et-international\/strategie-d-orange-business-services-dans-le-tunnel-de-la-transformation.html\" target=\"_blank\" rel=\"noopener\">the one presented to the members of the Orange European Group Committee on the 5th, November 6 and 7, 2019 in Bordeaux<\/a>. Unsurprisingly, the opportunity has been seized here for the management of Orange Business Services to express its full support for each ambition of the Engage 2025 strategic plan, by affirming, among other things, its desire to accelerate in growth areas, its commitment to digital inclusion and the planet, the need to reinvent one&rsquo;s job as an operator, or to place data and artificial intelligence (AI) at the heart of its innovation model.<\/p>\n<p>Since the previous Essentials 2020 strategic plan launched in 2015, Management has recalled the successive transformations of Orange Business Services, obtaining, via key acquisitions (Basefarm, Business &amp; Decision, SecureData, Secure Link) and end-to-end consideration data travel, genuine recognition of customers and the market, these evolving in a new ecosystem combining digitalization, sustainability and responsibility. In this globalized context, B2B has reached a decisive turning point for the management of Orange Business Services, opening up opportunities for both Telco &amp; It players, while leading companies in the sector to differentiate themselves by reinventing themselves, to choose partners capable of supporting them in reliable and durable solutions, while offering end users a seamless and quality experience. Since mid-2000, Orange Business Services began to diversify, then stepped up on IT in 2015 (23% share in OBS revenues), and in 2018 took its first steps towards pooling with the travel of data from end-to-end, to achieve the status of a digital services company born from the network in 2020, with a 37% share of IT and services in its turnover.<\/p>\n<p>In order to implement the Engage 2025 strategy as close as possible to its projection, Orange Business Services offers a customer-centric vision based on 3 ambitions and 3 commitments.<\/p>\n<p>Regarding ambitions:<\/p>\n<ul>\n<li>build end-to-end value propositions. For Orange Business Services, this involves developing IT services by strengthening and capitalizing on the Group&rsquo;s teclo base. The objectives are ambitious and aim to achieve 30% of global WAN turnover from SD-WAN, 1.6 billion euros from Business &amp; Decision, Orange Cloud for Business, IoT (Internet of Things) services and the mobile growth driver, \u20ac 1 billion from Orange Cyberdefense and to quadruple the FTTx penetration rate in France.<\/li>\n<li>develop and industrialize integration services, by accelerating the Group&rsquo;s penetration of integration services, industrially and as closely as possible to customers&rsquo; business needs. The objective is to return to growth in EBITDAaL from the end of 2021.<\/li>\n<li>reinvent itself to meet the next challenges. The urgent need to transform in order to scale up services is made even more urgent by the unprecedented global health and economic crisis, with the world moving ever faster. Estimates indicate that transformation through technology represents a US $ 1,000 billion opportunity for manufacturers. The Group will focus on employees and the development of their skills to successfully achieve this ambition.<\/li>\n<\/ul>\n<p>Regarding the commitments:<\/p>\n<ul>\n<li>strengthening the confidence of our customers. For the management of Orange Business Services, it is necessary to improve the multi-channel and multi-domain customer journeys, to acquire a remarkable customer experience in a multi-service environment and to increase the attractiveness of the offers. The goal is to achieve a Net Promoter Score of 25 by 2022, and then raise it to 40 by 2025.<\/li>\n<li>focus on employees and their skills. Echoing the third ambition described above, the Group reaffirms that its employees are its primary asset in building a corporate culture of services and innovation. The objective pursued by Orange Business Services is to obtain, by 2025, a recommendation as an attractive employer of over 85%, both internally and externally. Achieving this objective requires anticipating business developments linked to technological developments, developing a corporate culture where learning is an essential element, preparing and supporting employees for changes in occupations. , and finally by the development of awareness programs for all employees of technological developments and the Group&rsquo;s commitment to its customers.<\/li>\n<li>commit to responsible development, reducing CO2 emissions and promoting the circular economy through \u00ab\u00a0Green IT\u00a0\u00bb and \u00ab\u00a0Solutions for Green\u00a0\u00bb. Orange Business Services aims to reduce its carbon footprint by 30% by 2025, in particular through the collection of terminals and the use of renewable energies.<\/li>\n<\/ul>\n<p><strong>At the end of this presentation, the members of the World Group Committee present their observations and address several questions to the management of Orange Business Services. As a preamble, they indicate that the readability of the slides provided makes their understanding extremely complicated, in particular through the use of specialized jargon. In addition, they express their concerns on the following subjects:<\/strong><\/p>\n<ul>\n<li><strong>the attractiveness of Orange Business Services is closely linked to the standard of living of its employees compared to that offered by local competitors, depending on the geography, highlighting a certain salary disparity depending on the countries in which Orange Business Services is present.<\/strong> Management responds that the perception of employees according to the local economic reality is obviously different. It specifies that the margins on the international market are much lower than those practiced by Orange in France as an operator, indicating, by way of example, that the Group only held 3 or 4 PoP (Point of Presence) in United States. It indicates that aspects linked to profitability are closely linked to the margins that Orange is able to generate depending on the geography.<\/li>\n<li><strong>the integration of many external companies within Orange Business Services generated a high turnover, with more than 300 departures per year in France for example.<\/strong> Management responds that skills are in high demand, and that the world of IT, cybersecurity and the cloud, regularly observes turnover rates approaching 20%. Within Business &amp; Decision, it was recently halved, under the effect of the Covid-19 health crisis.<\/li>\n<li><strong>questions remain about the Orange Group&rsquo;s desire to transform current employee positions or to recruit from outside the Group.<\/strong> Management indicates that the company is looking in both directions. Online training has recorded strong demands, in the context of the health crisis, which, according to her, demonstrates a real willingness of employees to train. Orange Learning has been deployed across all of the Group&rsquo;s geographies, with e-learning solutions also being offered by some of the Group&rsquo;s partners, such as Google for example. Despite this, while promoting internal potential, certain very specific skills should also be sourced from outside the Group.<\/li>\n<li><strong>on the contribution of Orange Business Services to the relocation of industrial activities in France<\/strong>, Management specifies that the Orange Group is a player in all digital sectors and that as such, Orange Business Services is considered to be performing well in the whole ecosystem. Customer perception of data protection is particularly good. While globalization will continue, the experience of the pandemic has contributed to the awareness of a relocation opportunity defined as part of the recovery plan in the countries, and in particular in France.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>[French version here\/English version below] Dans le cadre du Comit\u00e9 de Groupe Monde d&rsquo;Orange des 3, 4 et 5 novembre 2020 par t\u00e9l\u00e9conf\u00e9rence, la Direction du Groupe a inscrit un [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[57],"tags":[],"class_list":["post-15323","post","type-post","status-publish","format-standard","hentry","category-europe-et-international"],"blog_post_layout_featured_media_urls":{"thumbnail":"","full":""},"categories_names":{"57":{"name":"Europe et International","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/category\/cit\/entreprise\/europe-et-international\/"}},"tags_names":[],"comments_number":"0","wpmagazine_modules_featured_media_urls":{"thumbnail":"","cvmm-medium":"","cvmm-medium-plus":"","cvmm-portrait":"","cvmm-medium-square":"","cvmm-large":"","cvmm-small":"","full":""},"_links":{"self":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/15323","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/comments?post=15323"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/15323\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=15323"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=15323"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=15323"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}