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Hello, I'm Daniel Gheno.

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Welcome to our techno centre in France.

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(light techno music)

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Since 2015, I am the senior vice president

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for our medium voltage line of business.

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And, on top of that, since last year,

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I'm driving the agile transformation

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of our entire energy management business.

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Schneider Electric is a 180-year-old company.

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We had to reinvent ourselves many times.

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We had to acknowledge that our historical capacity

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to generate growth by innovation was dulling.

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We identified three challenges:

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customers with increasingly tailor-made expectations,

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evolving faster;

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competitors, with more emerging players

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and more and more local players,

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by definition extremely agile;

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and employees with new kinds of expectations

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in terms of purpose or autonomy.

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We simply built a comprehensive transformation plan

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based on three pillars.

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Experimentation: allowing people to learn by doing,

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by providing them the right level of coaching

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so that they can test new practises.

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Learning: we had to help the team

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identify new areas for study

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and then provide them with learning materials,

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such as online courses, webinars, videos, newsletters.

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And then, at last, scaling:

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building an enhanced operating model

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that would not only support the ongoing cultural changes

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but amplify them.

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Scaling agile implies major changes.

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Breaking the silos between countries or functions;

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defragmented resource allocation,

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for example, rethinking the role of experts;

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changing leadership style;

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minimising interdependencies between teams.

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Let me try to quote a few success factors.

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Start as soon as you can,

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giving you the means to support, to coach, to train people.

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Always start with the "why"

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and don't try to solve everything.

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I have bad news, agile will not solve

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every problem of your company.

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And last but not least,

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even if we speak of a cultural change,

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find a way, relevant to your company,

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to measure the progress and define a clear starting point.

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I don't believe that you can build

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such a transformation plan by yourself.

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You need an outside perspective.

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You need somebody helping you take a bit of distance,

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understanding really what are your pain points,

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and setting the right level of challenge.

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And I want to be very fair-and that's not to please BCG-

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we would not be there without them.

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We have been able to make some business impact

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already very visible.

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We are now realising innovation

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in waves of 12 to 24 months

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instead of 4 to 5 year projects before.

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In 2021, energy management divisions

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will start launching a certain number of offers

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which are the results of this agile transformation.

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Hundreds of customers are now embarked

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on the art of innovation

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far before the commercial launches.

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That's amazing.

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(light techno music concludes)