AI, Data, Digital & Technologies

AI unlocks the full potential and new value of the data we accumulate, and could become a key driver of growth and performance for business and operational models, while ushering in a new balance between humans and technology.

It is essential to address the following questions:

• What is the impact of AI on our business model and the way we work? What opportunities does it bring?
• How can we successfully achieve our AI-driven transformation?
• What are the social and environmental impacts of its use?
• What regulatory framework applies? How can we integrate AI while staying true to our ethical principles?

For the past 20 years, data technologies have been accelerating and providing new ways to collect and leverage data. Gaining control over a market’s value — by enhancing customer knowledge through informed insights and optimizing operations management — is now possible thanks to data.

We support our clients throughout their data journey: from running awareness-building seminars to implementing disruptive business models, via conducting data diagnostics across the value chain and providing an initial assessment of the human, financial, and technological resources required, through to the decision-making and steering phases, and the improvement of existing systems.

The enormous potential of data often remains untapped. The challenge? Successfully collecting and leveraging that data by integrating it quickly and with the right level of ambition into an existing business.

We help our clients select use cases that can deliver short-term ROI and a competitive edge on issues such as pricing, marketing mix optimization, cross-sell/upsell, assortment and turnover optimization, purchasing, key account management, and customer acquisition. We build complex simulation models based on highly granular data, applying systematic de-averaging to isolate effects, and propose target scenarios.

Because it amplifies strategy and operational models, data represents a major strategic opportunity for the next 10 years. It is also a lever of corporate responsibility, to be activated across four domains: engagement and trust, value sharing, decision-making control, and serendipity. These are all issues to anticipate in order to best organize a data strategy.

We work with our clients across four areas to progressively reach industrial-scale capability:

• Strategy: placing data at the heart of the company
• Proofs: MVP, foundation building, etc.
• Scale-up: developing industrial capabilities – transforming the business model, operational models, and processes, cognitive factory, etc.
• Run: maintaining operational conditions for the foundation, resources, and governance, and periodically reviewing models.

The possibilities offered by leveraging data and digital technologies (AI, machine learning, software-driven solutions, etc.) are endless. We help capitalize on these possibilities to open up new competitive arenas.

We support the design of these new business models with multidisciplinary teams, using a pragmatic approach that delivers concrete, measurable results both in POC phases and during scaling-up stages.

We help our clients refine their understanding of target customers — their expectations and behaviors — to identify the right use cases and build their own path toward digitalizing the customer relationship.

We support our clients on three levels:

• Identifying and prioritizing digital growth levers
• Developing e-commerce growth and omnichannel performance
• Building customer relationship strategies

We support our clients in the digital transformation of their operating model and business processes, in parallel with the digitalization of the customer experience, to enhance operational efficiency while fostering cultural change.

We help them identify and activate optimization levers — such as streamlining and improving the productivity of operational tasks, automating and digitizing processes, reducing processing times, and collecting and consolidating data — and guide the evolution of business functions (supply chain, marketing, operations, etc.) toward “augmented” functions. This includes, for example, automating real-time price or assortment adjustments and enabling assortment or supply forecasting.

Two-sided platforms are massive, scalable, and enable the rapid development of activities on a global scale. Present in both B2C (hospitality, retail, tourism, luxury, leisure, etc.) and B2B (advertising, logistics, industry, services, etc.), they continue to grow, generating colossal margins compared to traditional business models.

When the creation of a two-sided platform is under consideration, we help our clients analyze opportunities (business and financial stakes, intermediation risks, overview of ongoing market initiatives), design the service offering, select the “distribution” scenario (maximizing value while limiting intermediation), and prepare the implementation as well as the conditions for operating the platform.

We help the IT function address the challenges brought by AI, digital, and data — and their pace of change. We support CIOs in their IT strategy and master plan projects, digital architecture, IT organization, and efficiency initiatives, working on key questions such as: What is the right organizational model for the IT function? Which approach should be chosen between legacy and pure player? Which technology investment priorities should be set? What master plans should be adopted? What Make or Buy or Rent strategy should be pursued? What is the best economic model for the IT function? How can distinctive skills be attracted and retained?