The digital transition is under way and nothing can stop it. And the frantic pace of digitisation is being driven by customers themselves!
For Jean-François Schoonheere, Director of HR development, “digital transformation is both inevitable and disruptive. Its speed is staggering. In addition to the purely technological aspects, it is also disrupting our management methods and ways of working. It forces us to question how we achieved past and current successes. We are entering an economic world where cross-disciplinarity is more necessary than ever, but is above all a means of bringing change. It requires that we adopt more collaborative and less hierarchical organisational methods, encourage all employees to contribute to the projects of others and avoid a disconnect between experts and operations or between employees and customers. We need to develop the ability to work in ‘open mode’, to process large amounts of data and to learn constantly.”
BECOMING MORE REACTIVE
The company culture is undergoing a veritable shift towards digital technologies, as witnessed by the recruitment of experts (such as the team dedicated to digital prospecting), the arrival of new digital native generations and, in the wider sense, a raft of initiatives designed to facilitate this transition. “We organise meetings with new economy players at La Ruche, our coworking space, and hold design thinking sessions with the teams from our Residential and Commercial property divisions, and UrbanEra®. We are also adopting more collaborative working practices and rethinking our work spaces, at Galeo and in Lyon, for example, with the setting up of shared offices,” says Christian Grellier, Director of Open Innovation. “Not to mention the roll-out of group-wide tools like the in-house BIWe social network,” adds Jean-François Schoonheere.
INNOVATIVE WITH A DIGITAL ECOSYSTEM
The challenge of Open innovation is to support and prepare for the digital revolution. Bouygues Immobilier’s dynamic and ambitious strategy uses its venture capital subsidiary, Bird, to acquire stakes in start-ups that can add unique expertise for the development of new product offers and innovative services. These include MyCloud3D, for 3D modelling of a neighbourhood’s buildings, Lymo, a leader in property development crowdfunding, or BePark for the management of shared car parking spaces. Our employees’ capacity to innovate is also being encouraged with the BI creative challenge and a new intrapreneurship policy, whereby those with promising talent and ideas are supported (with resources and budgets) and ‘relieved’ of their day-to-day tasks in order to focus on their chosen project. “The BI creative competition has led to the emergence of numerous innovative projects,” says Christian Grellier.
DIGITISING HUMAN RESOURCES
Digitisation is also influencing our approaches to HR. “5% of new recruits now come from social networks like LinkedIn, and we are aiming for 15% by 2017. This is an ideal tool for creating a pool of potential employees who are in phase with our brand and with which to forge closer links,” says Jean-François Schoonheere. Furthermore, in addition to traditional training, a digital platform will be rolled out to encourage training on demand and support the rapid expansion of employee expertise, by offering a range of on-line content. This dedicated platform, called BILearn, will be rolled out in the first quarter of 2016. The aim is to ensure employees take full control of their training and that their trainers can create their own content that can then be offered to a community of on-line learners. “Next year will see the introduction of three developmental projects on BILearn. First, the new version of our BIQuest integration programme, with a completely overhauled immersive experience. Then there will be the roll-out of our BI-U sales school with its jointly-created training modules. And finally, the roll-out of Opéra will gather pace with the creation of micro-learning modules,” clarifies Jean-François Schoonheere. Accessible from workstations and smartphones, this platform will also favour users who are on the move. We will strive to maintain a healthy balance between digital and ‘live’ training.
OFFERING CUSTOMERS A NEW EXPERIENCE
Valérie Petitbon, EVP Communication, Marketing and Sustainable Development, believes digital technology is transforming our customers’ behaviour. “Customers are now everywhere, all at once, multi-faceted, and mobile. They are well-informed, with a real power over the brands they use, from which they demand more personalised services and a closer relationship. The digitisation process will enable us to respond to these demands while also enhancing our commercial performance.” Prospecting for new customers is evolving: sales staff must be prepared to change their approach, faced with future buyers who are now armed with pre-formed ideas and information. “We are reassessing our sales methods by boldly integrating digital tools: the overriding aim is to provide tailor-made advice that will help to build a strong relationship and make customers want to forge a solid, long-term partnership with us,” says Bruno Charpentier, Head of Sales for retail customers. The new sales site, on line since last November, is just one response to this new climate. Its aim is to offer more local solutions to the needs of our customers. “What programmes are on offer in my region, where is my nearest sales outlet, and what will my new home/neighbourhood/shops/schools, etc. look like? The new site provides answers to all these questions,” says Bruno Charpentier. The site also enables customers to talk to telephone sales staff by instant messaging and will soon offer the possibility of making appointments on-line. Digitisation is present at every stage of purchasing process, but particularly at the sales outlet. As part of the commercial launch of the 360° programme in Ermont, just north of Paris, a 3D model of the programme has been installed on a BITouch tablet and on iPads. And that’s not all. By using the 3D Oculus Rift virtual headset, potential buyers will enjoy a total immersion in their future apartment, allowing them to visit the entrance hall, the bedroom, the stairs that take them to the upper floor, etc. Prospective buyers will even be able to extend the experience at home by using the Google CardBoard goggles offered to them. With these cardboard glasses, inside which a smartphone is inserted, users can repeat the virtual visit via a pre-installed app.