Ramzi Ben Romdhane
Title of the speech:
Going Digital – The Ground Operations
Speed of digital transformation in the automotive industry is governed by the advances in vehicle’s connectivity that would concurrently allow autonomous driving, offer car users original sets of travel experiences and open new boundaries to genuinely transform internally car makers and consequently the overall automotive industry ecosystem.
Before 2020, we will drive more sophisticated autonomous cars. We will also see a notable adoption of some connected services. Equally, within such short time, legacy car makers should have truly and deeply embraced the digital move. If not, they would leave opportunities to digital-native-newcomers to enter the value chain and subtilize potential new revenue streams.
My speech will focus on this urgent and vital move to digitalize Renault’s internal operations. I will emphasize the manner Renault has been organized to reveal the challenges. I will describe the specific digital capabilities set-up. I will end highlighting the dilemma of moving from a traditional process-centric company to a digital employee centric one.
Title of workshop:
Mapping Employee’s Journeys
As discussed during my speech, digitalization arrays specific requirements for organization and technical capabilities. Once they are set, availability of all types of data across the company appears as a main roadblock. In fact, it asks to remove internal boundaries between functions to make data accessible to employees while ensuring their integrity, security and continuous refresh. Barely, a unique data lake for the company is shaped making appear new digitalization opportunities.
At the beginning, everyone focus goes to low-hanging fruits (or fruits that are actually have been hanging for a while). Many quick-wins digitalization projects are launched.
When low-hanging fruits run-out, actual digital transformation starts. Change journey is to begin. More- and-more ideas bloom-up targeting breakthroughs. Everything seems possible.
Among these ideas, many initiatives aim to increase employee’s productivity and reduce his laborious activities. They end by calling for mapping employee’s journey analogically to customer’s ones. At a variance of job description that often enumerate employee’s activities ina static manner, journey maps make you think about the experience over time of one employee (persona) bringing new insights. Journey maps allow you to think about demanding actions that the employee is doing and his feeling at each moment, and what opportunities to come in and improve those different periods of time.
In this workshop, you will participate actively. You will share your understanding and thoughts about employee journey. You could share examples of employees from your companies, describe their (persona) profile and main activities and discuss their frustrations in front of fastidious tasks. Together, we will suggest, in linear and exponential way of thinking, how digitalization could transform their daily job.
Ramzi has been appointed recently General Manager Quality and Customers’ Satisfaction for the Alliance Renault Nissan Connected Vehicles and Mobility Services. He served before as Managing Director in charge of Digital Transformation for the Renault Group’s Customers’ Satisfaction Program.
During his fifteen year in the automotive industry, Ramzi has been exposed to global and diverse business challenges in different fields: Supply chain, Engineering, Quality and Customers’ Satisfaction, Business Development and recently Digital Transformation. .
In parallel, Ramzi is the advisor for four start-ups. He is advising them in shaping their value propositions and business models and supporting them in finding investors.
Ramzi has an Executive MBA TRIUM (NYU Stern, LSE London, HEC Paris), an MBA (IAE Paris), a PHD & MSc Eng (ENPC Paris)