“There is a desire to carry out transformation programs supported by technology”

What is the situation on the transformation front in public and private organizations?

Two years after the start of the health crisis, when the time came for urgent help, we are seeing a return to greater serenity. Relative calm in the face of the Russian-Ukrainian conflict and the latest IPCC report. However, the time is medium-term today. Strategies are no longer for 2030, but for 2025, with the desire to implement transformation programs that span the entire organization and are supported by technology.

The trend is to turn to more sober technological solutions, even to adapt the existing digital, and not to transform everything. Thus, emergencies and micromanagement have been followed by a choice of more flexible approaches, allowing greater modularity in the face of successive crises.

What is the role of ecological transition in these strategies?

Decarbonization will be the main challenge of the 2020s. There is a “momentum”, as evidenced by the latest IPCC reports that have had a real impact and COP26, which has received more coverage than previous releases. Our clients, both private and public, are really asking themselves the question of their carbon footprint. And we are trying to take them beyond, taking into account the economic, environmental and social footprint of digital technologies, the three pillars of sustainable development: people; planet; benefit.

Idle IT needs to be hunted down.

Admittedly, ESG reports are often mentioned, but still not enough in certain activities, such as technology. In general, organizations need to be guided both by making their technology more accountable and by relying on technology to control their impact.

How to make technology more responsible?

A more responsible digital approach requires a systematic approach, a careful combination of technical capabilities, processes and skills required for a more sustainable use of technology. Responsible digital technology can span several pillars: governance, infrastructure, digital services, and “devices”. From the point of view of management, we are talking about the embodiment of goals through a specialized function, as close as possible to the governing bodies.

From an IT architecture point of view, the use of the cloud is an accelerator of transformation that must be accompanied by consideration of the consequences: choosing the right provider according to its ESG policy, the location of its data centers, their energy efficiency, control of the rebound effect… In terms of applications, eco – design and accessibility are one of the key issues… the goal is to be useful, usable and usable because idle IT needs to be hunted down. Finally, PCs, tablets and smartphones require attention throughout their lifecycle.

What are the different stages of maturity?

In general, organizations are still immature. However, there are no significant differences between public and private. There are pioneering public figures who have already converted their strategy into a plan of action to control their influence. This practice translates into sober software projects or the fight against the digital divide. In the private sector, companies have also taken up this issue, for example by appointing a responsible IT manager in their organization.

Good quality general data is needed to measure the impact of the implemented actions.

Still, the bulk of the troops are not mature. Large companies with many subsidiaries, which is tantamount to running a sprawling organization, find it difficult to define all the activities performed within them. They have not yet deployed a coherent strategy at the group level.

Why is a systematic approach needed?

IT represents a more or less significant part of the carbon footprint, depending on the company’s activities. In industry, technology is not necessarily the most influential element. Unlike service companies. But whether IT represents 2% or 30% of the impact is worth considering. This is across the entire value chain. This involves adding multidisciplinarity to reflection by bringing together technical teams as well as business lines.

In this context, data is key: good quality shared data is needed to measure the impact of implemented actions. Compatibility between internal and external systems is difficult but necessary.