Digital transformation undermines all the pillars on which the company relies, starting with its business model. The fundamental question posed to "pre-digital" companies through digital transformation is precisely how to generate turnover and margin in a digital world?
By pursuing an activity based on a business model, organization and distribution method dating back to the last century, it is unlikely that the company will continue to be profitable for a long time in the face of new disruptive competitors such as start-ups. Therefore the company has need to convert its strategy into a 100% DIGITAL STRATEGY to make it a competitive advantage and ensure its growth.
Is this work on strategy clearly a QHSE concern? "This requirement is described in Chapter 1 of ISO 9000: 2015:" ... for organizations seeking sustainable performance. The application of ISO 9000 standards brings to your company: Improvement of its competitiveness, response to market demands, a federating approach for all employees, an external communication axis that will set you apart from the competition.”
"The mission of the Quality and HSE manager is more than ever to support the strategy of the company generating its long-term competitive advantage."
How? Providing the Executive Committee with an analysis and synthesis of activities that ensure a unique combination of value.
Its mission must offer a clear vision, in real time, of risks and opportunities of undertaken actions. Its necessarily relies on a 100% digital strategy, a revolution whose QHSE manager will be the armed wing?
No strategy deployment without leadership from the management
In his day-to-day work, the QHSE manager associates the different levels of responsibility. All employees are involved in the management of quality and risks:
- The general management, responsible for the strategy and the adequacy of the activities. It must clearly communicate this strategy to all employees.
- The managers, who are responsible for the implementation of the strategy in their activities, trade-offs and the operational efficiency of their activities.
- The employees, in charge of daily decisions consistent with the strategy.
There is no strategy deployment without leadership from the management. Leadership is communicating the strategy, making trade-offs and creating right balance between company's activities.
Does not the QHSE manager participate in leadership of the general management and strengthen the corporate culture by his methods and strategic mapping?
Do you think that digital transformation must be based on two fundamental axes, the business model and the reorganization, carried out by the Quality and HSE manager, the new Chief digital Officer (CDO) or Chief Transformation Officer (CTO)?
To know more :
Review the webconference "Digital transformation: All concerned ... but with what solutions and methods?"
Jean-Marc BRIAND
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