{"id":15516,"date":"2020-11-30T09:26:46","date_gmt":"2020-11-30T09:26:46","guid":{"rendered":"http:\/\/localhost:8080\/?p=15516"},"modified":"2020-11-30T09:26:46","modified_gmt":"2020-11-30T09:26:46","slug":"technologie-innovation-une-raison-d-etre-affirmee-a-la-recherche-de-declinaison-concrete","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2020\/11\/30\/technologie-innovation-une-raison-d-etre-affirmee-a-la-recherche-de-declinaison-concrete\/","title":{"rendered":"Technologie &#038; Innovation: une raison d&rsquo;\u00eatre affirm\u00e9e, mais \u00e0 la recherche de d\u00e9clinaisons concr\u00e8tes \u2026"},"content":{"rendered":"<p>[<em>French version here\/English version below<\/em>]<\/p>\n<p>Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en des 24, 25 et 26 novembre 2020 (en distanciel), la Direction du Groupe a inscrit \u00e0 l&rsquo;ordre du jour un point relatif \u00e0 la stratg\u00e9ie de TGI (Technical &amp; Global Innovation), dossier pr\u00e9sent\u00e9 par Micha\u00ebl Trabbia, Directeur ex\u00e9cutif Technologie &amp; Innovation, Nicolas Demassieux, Directeur de la recherche, et Philippe Roz\u00e8s, Directeur de la strat\u00e9gie de l&rsquo;innovation.<\/p>\n<p>Sur ce sujet clef pour le d\u00e9veloppement du Groupe Orange, la Direction commence par rappeler quelques indicateurs structurants, tels que les 670 M\u20ac consacr\u00e9s \u00e0 la recherche et l&rsquo;innovation en 2019, l&rsquo;engagement du Groupe dans 8 p\u00f4les de comp\u00e9titivit\u00e9 et sa contribution \u00e0 plus de 60 projets copp\u00e9ratifs de recherche fran\u00e7ais et europ\u00e9ens, la couverture de 98% de la population en 4G tant dans les 8 pays europ\u00e9ens o\u00f9 Orange est pr\u00e9sent, la couverture de 17 pays en Afrique et au Moyen-Orient, sans oublier l&rsquo;accompagnement par le Groupe de plus de 1000 start-up. Forte de ses 8010 employ\u00e9s, l&rsquo;entit\u00e9 TGI d\u00e9ploie ses activit\u00e9s en Europe (5723 salari\u00e9s), en Am\u00e9rique centrale et du sud (344), ainsi qu&rsquo;en Afrique, au Moyen-Orient et en Asie (1943), en les structurant au sein d&rsquo;Orange SA (4327), de ses filiales (2549), d&rsquo;Orange Brand Service Limited (85) et hors du territoire fran\u00e7ais (1049).<\/p>\n<p>Autour de ses moyens financiers et humains, et en droite ligne du plan strat\u00e9gique Engage 2025, TGI a annonc\u00e9 fin 2019 sa raison d&rsquo;\u00eatre &#8211; incarner l&rsquo;acteur de confiance qui donne \u00e0 chacune et \u00e0 chacun les cl\u00e9s d&rsquo;un monde num\u00e9rique responsable &#8211; ainsi que son plan strat\u00e9gique articul\u00e9 autour de deux ambitions majeures: construire une soci\u00e9t\u00e9 plus intelligente, ouverte et responsable, tout en rendant l&rsquo;innovation utile et accessible au plus grand nombre. Selon la Direction, cette raison d&rsquo;\u00eatre doit guider les actions du Groupe au profit d&rsquo;une innovation entre croissance et durabilit\u00e9, alliant agilit\u00e9 locale et puissance globale, tout en restant ouverte sur les \u00e9cosyst\u00e8mes. Vaste programme&#8230; au service d&rsquo;un obljectif ultime: g\u00e9n\u00e9rer durablement de la valeur pour le Groupe et pour la marque Orange.<\/p>\n<p>Poursuivant sur la structure et les projets cl\u00e9 de l&rsquo;innovation, la Direction de TGI aborde les grandes orientations de l&rsquo;innovation autour:<\/p>\n<ul>\n<li>des services et de la relation client B2C (dont la construction du hub du foyer connect\u00e9, la simplification du quotidien num\u00e9rique des clients d&rsquo;Orange, le d\u00e9veloppement des exp\u00e9riences de divertissement, le renforcement de l&rsquo;inclusion financi\u00e8re en Afrique, le d\u00e9veloppement de services utiles autour de l&rsquo;internet des objets (IoT)),<\/li>\n<li>des services B2B et Wholesale, visant \u00e0 exploiter tout le potentiel des nouvelles technologies r\u00e9seaux afin de se d\u00e9marquer et d&rsquo;assurer la croissance sur de nouveaux territoires, tout en accompagnant les entreprises dans le d\u00e9veloppement des services de communication pour leurs salari\u00e9s et en d\u00e9ployant de nouveaux outils de la relation client<\/li>\n<li>des nouveau r\u00e9seaux et de l&rsquo;IT d&rsquo;une part, en catalysant la transformation des r\u00e9seaux, de l&rsquo;IT, des plateformes et des r\u00e9seaux vers le cloud, et la Data et l&rsquo;IA d&rsquo;autre part, en se mobilisant massivement pour que celles-ci deviennent un avantage concurrentiel.<\/li>\n<\/ul>\n<p>La Direction poursuit avec un focus sur la structuration de la recherche, organis\u00e9e en 9 domaines allant de l&rsquo;exploration des ruptures technologiques, des usages et des mod\u00e8les \u00e9conomiques, \u00e0 l&rsquo;animation de la feuille de route strat\u00e9gique d&rsquo;un portefeuille de projets de recherche, en passant par le pilotage des investissements du Groupe. Les priorit\u00e9s 2020 de la recherche s&rsquo;articuleront autour de la r\u00e9invention du m\u00e9tier d&rsquo;op\u00e9rateur, l&rsquo;acc\u00e9l\u00e9ration des axes de croissance, le placement de la Data et de l&rsquo;IA au coeur du mod\u00e8le d&rsquo;innovation du Groupe, l&rsquo;ensemble dans un contexte de d\u00e9veloppement durable.<\/p>\n<p>Enfin, ce plan strat\u00e9gique s&rsquo;articulera autour de l&rsquo;organisation mise en place en juillet 2019, autour de 5 directions m\u00e9tiers fortes, plac\u00e9es au service de 13 portefeuilles et 9 domaines de recherche. Par ailleurs, \u00e0 l&rsquo;issue d&rsquo;une \u00e9coute attentive des clients et des salari\u00e9s afin de mesurer l&rsquo;avancement, la Direction confirme les points forts (expertise technique, collaboration) et les points d&rsquo;am\u00e9lioration travaill\u00e9s dans les chantiers de transformation, avec notamment une optimisation et simplification des processus, une fluidification des interfaces pays, une progression de l&rsquo;agilit\u00e9 collective, ou encore une meilleure ma\u00eetrise et mise en ouevre des priorit\u00e9s dans les Directions de l&rsquo;entit\u00e9 TGI.<\/p>\n<p><strong>Si les membres du Comit\u00e9 de Groupe Europ\u00e9en ont appr\u00e9ci\u00e9 la pr\u00e9sence simultan\u00e9e de 3 dirigeants de l&rsquo;entit\u00e9 TGI, ils regrettent n\u00e9anmoins une pr\u00e9sentation qui n&rsquo;a gu\u00e8re permis de partager une vision explicite, lisible et quantifi\u00e9e de la strat\u00e9gie du Groupe en mati\u00e8re d&rsquo;innovation. En particulier, la CFE-CGC s&rsquo;inqui\u00e8te de l&rsquo;attrition r\u00e9guli\u00e8re des budgets et du pilotage quasi syst\u00e9matique par les co\u00fbts, avec le risque d&rsquo;hypoth\u00e9quer l&rsquo;avenir du Groupe \u00e0 moyen terme en le rendant dangereusement d\u00e9pendant de la technologie d&rsquo;autres acteurs. Si les \u00e9lus font consensus avec la Direction autour de la n\u00e9cessaire \u00e9volution de la comp\u00e9tence collective vers les nouveaux domaines, ils pointent la lenteur avec laquelle se met en place une mobilit\u00e9 professionnelle digne de ce nom, \u00e0 la fois entre l&rsquo;entit\u00e9 TGI et les unit\u00e9s d&rsquo;affaires, mais \u00e9galement entre les filiales et l&rsquo;international. Enfin, ils n&rsquo;ont obtenu aucun \u00e9l\u00e9ment de r\u00e9ponse s&rsquo;agissant des ruptures majeures et\/ou des rapprochements \u00e9ventuels avec certains de nos concurrents europ\u00e9ens, afin d&rsquo;enrayer la liste des produits du Groupe \u00e0 courte dur\u00e9e de vie ou sans lendemain.<\/strong><\/p>\n<p>[<em>English version<\/em>]<\/p>\n<p>As part of the European Works Council on November 24th, 25th and 26th, 2020, the Group Management included on the agenda an item relating to the strategy of TGI (Technical &amp; Global Innovation), presented by Micha\u00ebl Trabbia, Executive Director Technology &amp; Innovation, Nicolas Demassieux, Director of Research, and Philippe Roz\u00e8s, Director of Innovation Strategy.<\/p>\n<p>On this key subject for the development of the Orange Group, Management begins by recalling some key indicators, such as the \u20ac 670 millions devoted to research and innovation in 2019, the Group&rsquo;s commitment to 8 competitiveness clusters and its contribution to more than 60 french and european cooperative research projects, coverage of 98% of the population in 4G both in the 8 european countries where Orange is present, coverage of 17 countries in Africa and the Middle East, not to mention the support by the Group of more than 1,000 start-ups. With its 8,010 employees, the TGI entity deploys its activities in Europe (5,723 employees), Central and South America (344), as well as in Africa, the Middle East and Asia (1943), by structuring them within Orange SA (4327), its subsidiaries (2549), Orange Brand Service Limited (85) and outside France (1049).<\/p>\n<p>Based on its financial and human resources, and in line with the Engage 2025 strategic plan, TGI announced at the end of 2019 its \u00ab\u00a0purpose of being\u00a0\u00bb &#8211; to embody the trusted actor who gives each and everyone the keys to a responsible digital world. &#8211; as well as its strategic plan articulated around two major ambitions: building a smarter, more open and responsible society, while making innovation useful and accessible to as many people as possible. According to Management, this \u00ab\u00a0purpose of being\u00a0\u00bb must guide the Group&rsquo;s actions for the benefit of innovation between growth and sustainability, combining local agility and global power, while remaining open to ecosystems. Vast program &#8230; serving an ultimate goal: to generate sustainable value for the Group and for the Orange brand.<\/p>\n<p>Continuing on the structure and key projects of innovation, the management of TGI addresses the main directions of innovation around:<\/p>\n<ul>\n<li>B2C services and customer relations (including the construction of the connected home hub, the simplification of the digital daily life of Orange customers, the development of entertainment experiences, the strengthening of financial inclusion in Africa, the development of services useful around the Internet of Things (IoT))<\/li>\n<li>B2B and Wholesale services, aiming to exploit the full potential of new network technologies in order to stand out and ensure growth in new territories, while supporting companies in the development of communication services for their employees and by deploying new customer relationship tools<\/li>\n<li>new networks and IT on the one hand, by catalyzing the transformation of networks, IT, platforms and networks towards the cloud, and Data and AI on the other hand, by mobilizing massively so that these become a competitive advantage.<\/li>\n<\/ul>\n<p>The Management continues with a focus on the structuring of research, organized into 9 areas ranging from the exploration of technological breakthroughs, uses and economic models, to the animation of the strategic roadmap of a portfolio of research, including the management of Group investments. The 2020 research priorities will revolve around the reinvention of the operator profession, the acceleration of growth areas, the placement of Data and AI at the heart of the Group&rsquo;s innovation model, all in a context of sustainable development.<\/p>\n<p>Finally, this strategic plan will revolve around the organization put in place in July 2019, around 5 strong business divisions, placed at the service of 13 portfolios and 9 research areas. In addition, after attentive listening to customers and employees in order to measure progress, Management confirms the strengths (technical expertise, collaboration) and the areas for improvement worked on in the transformation projects, with in particular an optimization and simplification of the processes, a fluidification of the country interfaces, an increase in collective agility, or even better control and implementation of priorities in the Departments of the TGI entity.<\/p>\n<p><strong>If the members of the European Works Council appreciated the simultaneous presence of 3 managers of the TGI entity, they nevertheless regret a presentation which hardly allowed to share an explicit, readable and quantified vision of the Group&rsquo;s strategy in terms of &lsquo;innovation. In particular, the CFE-CGC is concerned about the regular attrition of budgets and the almost systematic management by costs, with the risk of mortgaging the future of the Group in the medium term by making it dangerously dependent on the technology of other actors. If the elected representatives reach a consensus with the Management around the necessary evolution of collective competence towards new areas, they point to the slowness with which professional mobility worthy of the name is set up, both between the TGI entity and the business units, but also between subsidiaries and internationally. Finally, they did not obtain any information regarding major breaks and \/ or possible mergers with some of our european competitors, in order to eliminate the list of the Group&rsquo;s products with a short lifespan or no future.<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>[French version here\/English version below] Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en des 24, 25 et 26 novembre 2020 (en distanciel), la Direction du Groupe a inscrit \u00e0 l&rsquo;ordre [&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-15516","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\/15516","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=15516"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/15516\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=15516"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=15516"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=15516"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}