Le paradoxe du Chief Digital Officer: le profil idéal du CDO d’aujourd’hui ressemble étrangement au profil… du CEO de demain

Le paradoxe du Chief Digital Officer.

Installer un Chief Digital Officers au sein d’un comité exécutif serait une fausse bonne idée pour Pascal Cagni, l’ancien vice-président d’Apple Europe.

Les CDO (Chief Digital Officer) semblent avoir déjà gagné la bataille du management et des comités exécutifs, où ils siègent chaque jour plus nombreux : selon le cabinet américain Gartner, 25 % des entreprises devraient avoir leur CDO d’ici à 2015.

Leur rôle ? Augmenter l’« intensité numérique » de toutes les fonctions de l’entreprise, faire passer les organisations de l’ère de la méfiance numérique à celle de la performance digitale.

Il y a urgence : toujours selon les experts de Gartner, il y a 12 ans, les dépenses consacrées au numérique étaient équivalentes à 20 % du budget des systèmes d’information géré par le directeur informatique (CIO). En 2020, ce montant devrait être équivalent à 90 % du budget IT !

Séduisante pour beaucoup, l’idée même du CDO est à mon sens l’archétype de la fausse bonne idée, à peu près aussi pertinente que la nomination d’un CEO (Chef Electricity Officer) au moment de l’invention de l’électricité.

Car le virage numérique n’est pas une option tactique mais bien un impératif stratégique. Il doit irriguer et impacter la structure même de l’entreprise et la sensibilité de tous ses dirigeants (opérationnels et fonctionnels) et de tous ses administrateurs.

En attendant le changement de génération et la prise de pouvoir, inéluctable, par les « natifs numériques » (« digital natives »), les CDO continueront donc à travailler paradoxalement à leur propre perte, en préparant avec enthousiasme, à tous les niveaux de l’entreprise, ce jour probablement pas si éloigné où le numérique ira de soi.

A moins qu’ils ne préparent leur propre triomphe ? Après tout, le profil idéal du CDO d’aujourd’hui ressemble étrangement au profil… du CEO de demain !

Pascal Cagni est administrateur de sociétés, investisseur et ancien vice-président d’Apple Europe.


It’s High Time to Socialize the C-Suite | Conspire: A Mindjet Publication

It’s High Time to Socialize the C-Suite | Conspire: A Mindjet Publication.

When we think about leaders, their behavior and how that behavior influences the world around them is oftentimes on the forefront. And it is for this reason that, when it comes to business, executive presence in both the internal and external social realm is increasingly critical to socially-enabled enterprise success.

If your organization’s governing body isn’t hip to such multi-platform participation, you’re in a lot of company. In 2010, Weber Shandwick released a study on the state of leadership reputation (Socializing Your CEO: from (Un) Social to Social), stating that 64% of the surveyed CEOs did not engage through company websites or social media outlets.

“There are several reasons why CEOs are not more Social,”  wrote Leslie Gaines-Ross, Weber Shandwick’s Chief Reputation Strategist.  ”Time is better spent with customers and employees…the return on investment has not yet been proven, legal counsel tends to caution against it and anything that smacks of ‘celebrity CEO’ is a no-win.”

Change is Happening With or Without You

While this rationale is certainly understandable, it’s also progressively insupportable. “Stakeholders want to hear from business leaders — in particular CEOs — on a regular basis. They want to know what we’re thinking, and not just about our company, but about the larger industry we represent, the communities we serve, and the world we live in. We have a unique vantage point in that we represent the broadest set of constituencies,” explained Alan Miller, chairman and CEO of Universal Health Services.

As for ROI, the evidence is growing. Earlier this year, the Chief Strategy Officer of Dachis Group, Peter Kim, published 101 Examples of Social Business ROI. Among them:

  • AT&T. Community: 21,000 customer issues resolved, driving 16% improvement in call deflections year/year. (Lithium Technologies, 2011)
  • Burberry. Social microsites secured 1,000,000 fans and a 10% increase in same-store sales. (Barnraisers, 2010)
  • Dell. @DellOutlet on Twitter generated $2 million direct sales, influenced $1 million addt’l (2007 – 2009). (Direct2Dell Blog, 2009)
  • NetApp. The NetApp community has impacted $500 million in sales and drives 28% of all NetApp web traffic. (Jive Software, 2011)
  • Sephora. Community users spend 2.5x more than average customers, superfans spend 10x more. (Lithium Technologies, 2011)
  • Yum Brands. Community helped new product launch internationally in 4 months instead of 18. (Jive Software, 2011)

Doin’ it For the Team

People follow leaders — plain and simple. Externally, no other type of employee can so reliably provide data in a way that will be listened to and acted upon by investors, employees, customers, regulators, media, etc. Internally, no other type of employee can so effectively influence the rest of the team. In other words, a social leader is very key ingredient in a social culture.

If you need more convincing, Jeff Esposito, Vistaprint’s Social Media Manager, published 30 really great stats that might help (Social Media Stats for the C-Suite). And, if you’re just looking for a way to get started, Weber Shandwick offers a handful of quick and dirty tips:

  • Identify best online practices of your peers and best-in-class social CEO communicators. Then establish and stretch your own comfort zone.
  • Start with the fundamentals (e.g., online videos or photos). Inventory and aggregate existing executive communications for repurposing online.
  • Simulate or test-drive social media participation. Understand what you’re getting into before you go live. Start internally although recognize that internal employee communications spreads externally seamlessly.
  • Decide upfront how much time you can commit to being Social. It can range from once a week to once a month to once a quarter or less often. Be your own best judge of what feels right.
  • Craft a narrative that captures the attention of audiences that matter and humanizes your company’s reputation.
  • Accept the fact that Getting Social needs to be part of your corporate reputation management program. Purposefully manage your social reputation as well as your corporate reputation.

Exclusive: France Telecom CEO on Apple, Android and How You Can Kiss Your Unlimited Plan Goodbye – AllThingsD

Exclusive: France Telecom CEO on Apple, Android and How You Can Kiss Your Unlimited Plan Goodbye – AllThingsD.

ay 23, 2011 at 12:00 pm PT

Stephane Richard knows a thing or two about the iPhone.

In addition to carrying one of Apple’s iconic smartphones, Richard is also the CEO of France Telecom, whose networks carry traffic from more iPhones than any other carrier except AT&T. France Telecom, with its Orange brands, sells the iPhone in 15 countries.

“They just created smartphones with the iPhone,” Richard said during an hourlong chat over breakfast in Downtown San Francisco last week. “Everybody should be grateful to them to have put such a product in our market.”

But, while he praises Apple, Richard is wary of the power that the company holds by having total say in which apps do and don’t get on its network.

Unlike with Android, where the carrier can largely configure phones the way it would like to, on Apple, the company has to settle for putting various services in the App Store. And, ultimately, it is Apple that controls what makes it into the App Store.

“Everybody is talking about net neutrality,” Richard said, but “net neutrality is not only dealing with pipes.”

“It also deals with management of application shops,” he said. “If you have people like Apple managing their application store and saying ‘This is OK and I don’t want to see this app in my shop,’ it’s a problem.”

In the interview, Richard offered a blunt take on a number of other key industry players and topics ranging from the need for variable pricing to the fates of Nokia and RIM.

Richard has been outspoken before, including calls last year for those flooding networks with data–companies like Apple and Google–to help pay some of the costs of making necessary network investments.

Though RIM and Nokia both face challenges, Richard said in our interview that he is glad that there are still a number of competing smartphone operating systems duking it out.

“For us we are quite happy with the existing landscape in terms of operating systems,” he said. “A world with 90 percent of Android-based devices would not be attractive for us, but we are far from that.”

Oh, and as for that report that France Telecom and Apple are working together on a standard for smaller SIM cards. That’s true, Richard said, and it’s a compromise designed to appease Apple’s desire for something smaller without resorting to a software-only virtual SIM card that Apple had initially been advocating.

Here were some of his more interesting comments from our conversation:

On the massive increase in mobile data use and the dangers that creates:

The real risk of everything is collapse. Nobody utters this loudly enough, but the real issue for the world is a collapse of the network or some local collapses.

We are the people with pipes. We are supposed to invest heavily in pipes in order to bring the capacity which is necessary to sustain the explosion of consumption and usage and data traffic in our networks. At the same time, the people that create this traffic…are not really incentivized to manage properly, globally, the traffic.

There is an unbalance in the overall system, which in our view is a major problem.

It is totally impossible to absorb such an explosion in traffic without first, clearly investing massively in spectrum and equipment, and second, without introducing some new pricing approaches.

On Microsoft-Nokia:

There are a lot of questions around Microsoft and Nokia–-capacity really to reverse the quite negative trend that they have in the market. It seems difficult, but we will see. We are still definitely in favor of seeing at least three or four big families of operating systems in the market. But it is true it is going to be difficult for them.


It’s not really declining. It’s still popular in Europe. They have customers and users that are quite faithful to them. It works more or less like a community of people. It’s often families that are big BlackBerry users, and of course companies.

They have had some quality problems in the recent period which is a concern, especially with the next generations of devices.

In my view as a customer, or as a partner of them, I think they really should fix very quickly their quality problems.

On Google and Android:

Android is, I think quite a solid and reliable operating system and doesn’t suffer with bugs. We have regularly problems with RIM. We have no problem with Apple and with Android. Let’s be frank and clear.

To me, the risk theoretically is more for Google to use releases–Android releases–as a weapon in their relationship with device manufacturers and indirectly with telcos than anything else. So far they have not really tried to do it.

On Apple and App Store openness:

Everybody is talking about Net Neutrality. Net Neutrality is not only dealing with pipes. It also deals with management of application shops. If you have people like Apple managing their application store and saying “This is OK and I don’t want to see this app in my shop,” it’s a problem.

So far, we have been able to come to solutions with Apple people, even though they are a little tough….We are able to find solutions. We are not at war with the Apple guys. But it is true that it can be tough.

Of course Ideally we would like to have those services embedded natively in the handset which is what we do with Android-based devices like with Samsung or HTC or people like that. It is not possible with Apple. We still are in a position to bring those apps to our customers through the app stores, provided clearly we have access to the App Store.

The problem is the day when Apple says “I don’t want this one.”

Definitely if we face these kind of problems we will go to court. Because competition is not only something that should be applied to telcos and to carriers. For us it should be a principle for the whole Internet environment.

On working with Apple on smaller SIM cards:

As you probably know, Apple has been working for years on reducing the size of SIM cards because they need space in the phone. They even thought about a device without any SIM card, that is what is known as the e-SIM project.

All of us told them it was a bad idea because the SIM card is a critical piece of the security and authentication process. It would be very difficult for a telco or carrier to manage the customer relationship. I think that they understood this point. We had a very constructive exchange and dialogue with them.

We are going to work with them in order to standardize a new format of SIM which takes into accout our needs with security and authentication and also is compatible with their wishes in terms of size.

I understood that the next iPhone would be smaller and thinner and they are definitely seeking some space.

This is good evidence we can work properly with Apple people, Apple teams. In that particular case, we have been able to find, I think, a good answer which is good for everyone.

On Tablets:
To be honest, I am still a little skeptical of the size of the world market in tablets. First, I do think the iPad is very well ahead of the competition in terms of tablets. To me as a user and as a partner, there is the iPad and there is the rest.

I think there will be a world market for the iPad. What will be, really, the size of this market, is difficult to say, because in fact it is a new market.

In fact I think that in the future people will have several devices, several screens. Nobody knows what is the mix or the range of devices that we will have.


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