Our B2B world is one of transactions. Could you give us a brief thumbnail sketch of Schneider Electric's business and your role as CDO? Energy University courses cover markets and industries that represent 72% of energy consumption worldwide. Instead, your focus is to apply high technology for a given outcome. How did you time as a CFO color your experience as a technology executive? Energy Digital Magazine focuses on energy news, key energy interviews, energy videos, the 'Energy Podcast' series along with an ever-expanding range of focused energy white papers and webinars. As the digital leader, how have you thought about the skill mix in developing this more comprehensive team? Each time we prepare to launch something, we have to think about what the success metrics will be, what we are going to deliver, the problem we are trying to solve, and then we think about the technology; The importance of resource allocation. Research from Schneider Electric adds credence to this, as the company has underlined the importance that digital transformations will have when it comes to energy efficiency, cost savings, … In effect, we span the entire Schneider Group and help to deploy the resources across Schneider in the right way for the right type of company. Our technologies enable the world to use energy in a safe, efficient and sustainable manner. Whether that involves partnering with startups, academic institutions, incubation teams, or freelancers, we do not believe that any company can do everything by themselves. I find this new pattern super interesting; The potential of AI, specifically how we are porting to the edge. When you are looking at digitization, you are looking at standardizing and automating your own business processes. Dealing with energy and automation is an information game. On our end, we are putting together this management framework, which is a resource allocation framework. This could range from resource pressures or resource availability to commuter times. The company is divided into five individual divisions, which are Industry, Buildings, IT, Technology and Governance. As I previously mentioned, we do not have a separate digital DNA, and we are not looking to compete with our lines of businesses. In both instances the Global Solutions team helps identify energy and sustainability related challenges to deliver five to ten year plans for its clients. We have deployed a strong practice around portfolio management and prioritization. All the trends are magnificent and seeing them converge is fascinating. As a 180-year-old company, we operate in over 100 countries, and we serve 144,000 employees. Schneider Electric attributes much of its success to its HR and social programs. As an example, we are currently training around 30,000 individuals in India in a whole host of different skills. It addresses homes, buildings, data centers, infrastructure and industries, by combining energy … We are trying to ensure we can sustain a level of quality, stability and sustainability in people’s lives and our customer’s organisations.” Dewis concludes. You have a long tradition, you operate in many countries, and you have key executives in Paris, Boston, and Hong Kong. It examines how digital transformation has driven energy … We tried to look at the digital transformation holistically, which involves how we engage our customers, how we serve our customers with the best digital offers, and how we operate those offers in a way that is secure, scalable, efficient, and reliable. To read future articles in the series, please follow me on Twitter @PeterAHigh.). For example, we have a number of offers around preventative maintenance, which typically embed a level of AI at the edge that identifies patterns. We are doing this on our EcoStruxure architecture, which is an end-to-end open inter-operable IoT architecture. SAN FRANCISCO, Aug. 14, 2020 /PRNewswire/ -- Today Schneider Electric, the leader in digital transformation of energy management and automation, and Huck Capital, an investment … Can you talk about the rationale of the CDO role? We have created a framework where we are making sure that we reuse what can be reused while simultaneously maintaining the ability to experiment as close as possible to the customer. The digital unit cannot become a bureaucracy, and we have to make sure that we work on the scale part so the business units that are close to our customers can experiment. Additionally, this was the starting point to have enterprise IT be one of the seven practices that we have in our digital group. You may opt-out by. Further, why was it important that the role be separate from the CIO role that you once held? All of these aspects led us to create the CDO role. AI also allows us to think about conversational and voice interfaces; We are looking closely into blockchain, specifically how someone could use blockchain to bootstrap a network effect. In that role, he had modernized the $26 billion French multi-national energy company's technology. BizClik Media Limited is a dynamic and disruptive global digital media company aimed at bringing business and industry executives up to date with the latest news, information and digital reports looking at the technology and digital transformations of the world leading companies and executive decision makers. “Ultimately, we’re helping our customers do more with less - harming no one and benefitting everyone. Under him, he combined Information Technology (installing a CIO.com Hall of Famer Elizabeth Hackenson as chief information officer), the Internet of Things, and Customer Experience. As you have built this team up, what is the mix of recasting existing employees versus bringing in people from the outside? Instead, we are here to help each of our businesses serve their customers and win in the marketplace. These patterns allow us to recommend maintenance before we experience any downtime. To read through past interviews with executives from companies like Waste Management, Biogen, Allstate, Aetna, Marsh & McLennan, and BMO Financial Group, please visit, To read future articles in the series, please follow me on Twitter. He is also the author of World Class IT: Why Businesses Succeed When IT Triumphs. As the digital leader, how have you thought about the skill mix in developing this more comprehensive team? We came to realize that with the digital transformation moving on full steam, it would make an immense difference to take a holistic approach. Those digital services, which often would be subscription-based, enable our customers to make their energy more productive, efficient, reliable, and sustainable. “Our mantra as an organisation is to help customers to identify processes and target strategies for addressing sustainability and energy challenges. We make it possible for IoT-enabled solutions to seamlessly connect, collect, analyze and … Given the organization's size, complexity, and history, what additional changes have you had to make to fully realize the vision you just described? Over the years, we have constantly evolved and questioned the status quo. Coureil: My past as a CFO taught me some lessons. We are assessing how digital technology creates new value for our customers. About Schneider Electric Schneider Electric is leading the digital transformation of energy management and automation in residential, buildings, Data, infrastructure and industries. The software has the ability to manage key metrics within a city. On the internal side, we have spent extensive time applying our own recipe as we drive efficiency end-to-end. High: You have an enormous team of over 3,000 people, and there are many different practice areas underneath your organization. Could you provide some examples from both sides of that equation? Failure to observe this information can result in injury or equipment damage. There was no cloud at that time, and the algorithms that you hear about today did not exist. Developing world-class software solutions. Schneider Electric’s Multi-Meter Unit (MMU) enclosures are the ideal complement for the iEM3000 Series of energy meters. Schneider Electric is transitioning into a formidable technology company, with strategic focus on the Internet of Things (IoT), sustainability, and the knowledge economy through the convergence of information technology (IT) and operational technology (OT). ... a trusted authority to manage this complexity to unlock the full potential of digital transformation. The company’s suite of solutions and team of experts can provide clients with real insight into energy consumption. If you want to be successful, you need to do both, so that external and internal purviews needs to go hand-in-hand. We want to use this 360-degree customer platform to combine opportunities and support cases, which enable us to close the loop. He speaks at conferences around the world. We have invested in our customer data customer platform to have a 360-degree view of our customers. We additionally had an IoT group and a customer experience group. We know that energy demand will come under constrain and we can see shifts in global population spending as middle incomes increase in the developing world – all these elements will effect where our resources go and that represents a challenges for our customers. Different companies define the CDO in a number of different ways, and the CDO's reporting structure is different depending on the organization. That can be the PV division as part of a renewable energy strategy for a customer or any associated technology applications within that,” explains Andy Dewis, vice president of international solutions EMEIA. We have made massive changes from traditional resource allocation like IT run to migrating a significant amount of money to offers, creating solutions for customers, and to security. “We are always reacting to customer needs and demands, while also looking to future demands and feeding that back to the huge R&D organisation that we have. To read through past interviews with executives from companies like Waste Management, Biogen, Allstate, Aetna, Marsh & McLennan, and BMO Financial Group, please visit this link. You need to be able to provide services in a way that is scalable and in a way that can be ported in multiple countries. “We are also working with a data company to develop software that will manage and operate large data centres on their behalf. While companies are spending more on digital, there is a limit to how much you can spend. ... Digital outputs Programmable (energy … High: The company's roots go back to the 1830s. Reskilling, retraining, and learning internally so everybody has the basic skills that go with digital, which we call digital citizenship; Simultaneously recruiting new talent that can bring subject matter expertise and new digital skills to the team, which is what we did with Elizabeth. We wanted to win with our ability to take a product, deploy it seamlessly to our customers, operate it efficiently, and provide a secure and great overall experience for our customers and partners. Not only can Schneider help reduce costs by optimising its clients’ energy needs, but it can also improve the overall efficiency of individual enterprises. In 2014 alone, the business invested €7.5 billion in research and tech development – a core focus of the business and one of its key differentiators. To focus on the business outcome for your customers. Instead, it is about how you mesh the two. Schneider Electric, a digital transformation, energy management and automation company, in partnership with Juststandout Limited, GTS Professionals Limited and others, has … When you look at digital, you are looking at how digital technology can create a new customer-centric value proposition. Hall of Famer, joined the company as CIO after you were elevated to CDO. Schneider Electric, the leader in the digital transformation of energy management and automation, announces a strategic minority investment in Planon Beheer B.V. (“Planon”), a leading … We cover all the above and more in this interview. The report analyzes more than 40 customer stories to provide concrete evidence on digitization's disruptive potential. Further, why was it important that the role be separate from the CIO role that you once held? You have a long tradition, you operate in many countries, and you have key executives in Paris, Boston, and Hong Kong. With global presence in over 100 countries, Schneider … Instead, we needed integration and end-to-end ownership. At Schneider, we believe access to energy and digital is a basic human right. Schneider Electric is a global specialist in energy management and offers its clients solutions and services from a device level all the way to an enterprise level. Opinions expressed by Forbes Contributors are their own. Rather than needing to constantly connect different teams, we decided that it would make sense to create a digital unit. We constantly evaluate the type of people and resources we bring into the organisation for and on behalf of our customers,” he says. We came to realize that with the digital transformation moving on full steam, it would make an immense difference to take a holistic approach. Prior to your role as CIO, you were the Chief Financial Officer for a business within Schneider Electric. We wanted to win with our ability to take a product, deploy it seamlessly to our customers, operate it efficiently, and provide a secure and great overall experience for our customers and partners. This is the 43rd article in the “Beyond CIO” series. We have made a few moves in this area. We need to determine the best bet we can make given the circumstances at a particular time. Likewise, I do not believe in an exclusively internal team that is made up of subject matter experts, without an infusion of external talent. According to Dewis, the software being developed by the firm rivals the likes of IBM and Microsoft due to its targeted nature. As you have built this team up, what is the mix of recasting existing employees versus bringing in people from the outside? In driving that team toward an end of innovation, he focuses on resource allocations, how the digital team works with other areas of the company, and optimizing the organizational structure. Partnership is in our genes because our traditional go to market function has always been about leveraging partners, whether that be system integrators, contractors, or distributors. Peter High is President of Metis Strategy, a business and IT advisory firm. Alongside this the department also tracks major trends within the industry and feeds them back into its R&D and innovation team. Furthermore, the business is looking to emerging markets to widen its global pool of talent. We wanted to create a group that supported our businesses through the entire transformation. You need to be able to close the loop between the products that generate your digital services, your own field services team, and your own call center so everybody can have seamless access to the same information. About Schneider Electric Schneider Electric is leading the Digital Transformation of Energy Management and Automation in Homes, Buildings, Data Centers, Infrastructure and Industries. Furthermore, we are deploying a great deal of optimization-driven digital services that help our customers improve the energy efficiency around the sustainability of the operation. Different companies define the CDO in a number of different ways, and the CDO's reporting structure is different depending on the organization. We additionally had an IoT group and a customer experience group. For example, with our digital group, we are deploying a number of digital services that augment our products on our systems. Instead, we are here to help, accelerate, and augment the different lines of businesses. Herve Coureil: Schneider Electric is a massive company, and we are essentially leading the digital transformation in energy management and automation. I thought we would begin with your current set of responsibilities. We would like to show you a description here but the site won’t allow us. We have put a great deal of work into defining our performance management model for digital, our success metrics, and determining how we are making decisions, particularly investment decisions. The company even works with cities to optimise things like traffic light and security camera management through software and technology. BENTONVILLE, Ark. High: Prior to taking on the CDO role over 18 months ago, you had an extensive tenure as the company's Chief Information Officer. This allows us to provide great value to our customers in a way that is scalable and efficient. Ultimately we want to educate them to recognise a risk today as a potential opportunity tomorrow,” he says. Instead, we are here to help each of our businesses serve their customers and win in the marketplace. If you want to be successful, you need to do both, so that external and internal purviews needs to go hand-in-hand. With global presence in over 100 countries, Schneider … Dealing with energy and automation is an information game. “We are looking to our emerging markets and economies and have a program called BipBop (Business Innovation at the Bottom of the Pyramid). High: You had an unusual path to technology leadership. Based on the outcome, we need to decide how we prioritize our resources to make a significant impact. How you mesh the power of large-scale cloud computing with devices that are on the edge with no dependency on a network, and how you are creating a continuum where edge and cloud are augmenting each other is a new computing pattern. Schneider Electric hosted its Innovation Summit Barcelona on 2–3 October at the Barcelona International Convention Center (CCIB). Schneider Electric is investing in smart buildings, smart cities, efficient data centres, wastewater management and other similar digital solutions through its EcoStruxure platform to improve digitalisation … Instead, it is about how you mesh the two. We are trying to take a more disciplined approach to this, and we want to be more nimble and agile. Coureil's new organization is made up of 3,000 people around the globe. BOSTON, Dec. 15, 2020 /PRNewswire/ -- Schneider Electric, the leader in digital transformation of energy management and automation, is delighted to announce that the Acti9 Active, … Herve Coureil was a leading chief information officer at Schneider Electric for eight years, beginning in 2009. It is important not to fall in love with technologies because technologies are ultimately a means to an end. That highly disciplined sense of resource allocation is something that we have learned, and it allows us to engage with the team on common objectives. “We have a number of initiatives relating to skills development,” he says. There are many areas where AI has a practical application. Schneider Electric’s Global Solutions department spans all five divisions to provide energy and sustainability services to its global client base. Can you talk about the rationale of the CDO role? Schneider Electric is a French multinational company providing energy and automation digital solutions [buzzword] for efficiency and sustainability. High: What are some trends that are beginning to make their way onto your personal roadmap? You are the Chief Digital Officer of Schneider Electric. Schneider Electric as a group focuses predominantly on two business segments - corporate clients and regions (governments, cities, districts and counties). Peter High: I thought we would begin with your current set of responsibilities. Schneider Electric TradeOff Tools are web-based, mobile-friendly applications that allow channel partners and end users to experiment with different scenarios, using data and science to estimate outcomes … Prior to your role as CIO, you were the Chief Financial Officer for a business within Schneider Electric. High: The digital innovation that you have begun to drive has both customer-facing implications, as well as operational aspects around digitizing Schneider Electric itself. Pandemic Has Left Customers Bankrupt, CIOs Struggling - Splunk CEO, Games Marketing Experts Share Strategic Innovation To Tackle Disruptive Change, TikTok, Twitter, Facebook Engineers Urge Students To Consider Engineering Careers, Businesses Spent $15 Billion More A Week On Technology During Pandemic - KPMG, Harvey Nash, Launching A Fintech Platform For Growing Unicorns, How The Free Edinburgh Fringe Festival Brought Comedy Online Using Cisco And Twitch, World Class IT: Why Businesses Succeed When IT Triumphs. We are expanding that partnership gene to the digital side. Schneider Electric is providing digital solutions to help customers become more energy efficient, the company's energy management expert, Philippe Delorme, tells Energy Monitor. We are trying to discuss those resource allocation goals as a team, and we want to decide as a team where the next dollar should be invested. There is no better time to be working in technology because there are so many exciting elements. Kas has worked at Schneider Electric for 13 years, most recently acting as the Midlands Regional Director for Digital Energy… Through our software the company is able to manage very specific components related to energy consumption such as financial control, waste and output efficiency. There must be rules of engagement, clarity of mission, and our stakeholders need to know where we can help. The internal folks have a deep understanding of the business and what our customers are doing, and those coming from the outside bring the digital disruption gene. We strive to … This is not an independent digital unit, and we do not have our own P&L. NPS: A Misleading Metric For B2B In Unprecedented Times? 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