Belayachi and Chaniot illustrated this point by showing the CEG that digital transformation was an opportunity to fuse Michelin’s traditional DNA with a new, digital DNA. As the technical team rolled out the transformation, Menegaux ensured that teams across the business were working on digital initiatives. 

Visible digital dashboards 

The DCAD team developed two dashboards. The first enabled the CEG to gauge the progress of the digital transformation. The second showed the progress of individual digital initiatives. These were shared and discussed with the CEG every month and was made available across the business. For example, a plant manager could compare the performance of their facility with those of other plants. As well as generating competition, the dashboard also encouraged engagement with digital-transformation initiatives. 

Encouraging digital curiosity through certification 

To convince employees of the benefits and opportunities of digital, from the beginning DCAD focused on training. The team built intuitive presentations to explain digital and digital transformation. In 2017 the department collaborated with Coorpacademy to develop e-learning modules that could be followed by anyone within Michelin. In 2019, to support the rollout of the training, the company launched a “Digital Weeks” program, with 5,000 people trained in five days. The first “Data Academy” event was held in 2019. In 2020, KPIs were introduced to encourage learning and track the number of employees attaining certification.  

Building capabilities through digital factories 

Chaniot worked closely with established employees to embed himself and the team into the culture of the organization. He explains: “Only about 5% of a successful digital transformation depends on tech… the other 95% is about people and change management.” 

Because of this, Chaniot worked with Michelin employees across the organization, forming relationships and building connections. In 2016, the DCAD team decided to build digital capabilities known as “factories.” A factory was a set of competencies specialized in one area of digital transformation, such as customer relationship management (CRM). Factories developed tools that could then be deployed in the wider business. 

To build effective factories, Chaniot needed to hire people with specific digital skills. He mixed established employees, who knew Michelin’s culture and language and could operate effectively within the network, with newcomers, in a 30/70 old/new split. As further factories were set up over the following few years, he continued this “mixing and matching” approach. 

The ENGAGE journey 

As part of Michelin’s customer-centricity, one of the digital factories launched ENGAGE. This was the largest global rollout of a CRM program, covering 14 business lines and 150 countries, reaching 10,000 employees and more than 100,000 customers. ENGAGE would produce value for consumers by streamlining and linking various processes: lead management, opportunity management, request management, information management and contract-lifecycle management. This would be achieved by connecting sales reps with marketing, customer service and consumer care, fleet services and dealers. 

Sophie Foucque, ENGAGE Program Transformation Director, explains: “If you digitize a complex process, it just becomes a digitally complex process. The new solution had to add value, rather than repeat the pain points.” 

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