Guillaume ARDILLON completed his initial training as a telecommunications engineer with a diploma in “digital business management” at HEC. Technophile Kenya Email List and sensitive to user issues, Guillaume led, for 6 years, consulting missions in IS strategy in various sectors such as industry or energy … After a stint in the banking sector, he finally joined Terrena and his expertise leads him to create the position he currently occupies: Chief Digital Officer. As Chief Digital Officer of the Terrena group for 3 years, what have been your main challenges? My position being a creation, I had to put together my roadmap by including the different professions of the group. It was not an easy task given the important ambitions related to marketing and digital and also the heterogeneity of maturities in the face of these challenges.

One of my main challenges is to break down the silos. In a digitalized and dematerialized economy, sharing and exchange are imperative. This change in posture requires accepting feedback and integrating new skills. This acculturation work, the design and then the pooling of the challenges of my roadmap have concentrated my efforts. They still challenge me to spread a common culture and ensure the transversality of knowledge and skills within the group. What are your assets for successfully carrying out a digital transformation in a group such as Terrena? There are many: Show humility and patience. You have to learn to listen to business experts in order to then bring your pedagogy.

In your opinion, what qualities should a Chief Digital Officer have?

Convince by example and provide proof. In my case, I took advantage of the transparency of the food chain to convey my messages with dynamism. Formalize a clear roadmap that can be understood by all. I have also taken this logic to the end by publishing it on the intranet, making it accessible to all employees: in a world that moves very quickly and where concerns can be strong, transparency is an ally. primordial. Be a teacher and take the time to explain your position to reassure and gain support. Transparency, hyper personalization, predictive marketing … the challenges and expectations of digital are ever greater. How do you go about staying the course and pursuing a realistic strategy?

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First of all, you have to take the time. It is essential to establish controlled governance in order to focus on what makes sense for the Group. To do this, I set up a monthly ‘digital committee’ which brings together representatives of all of our businesses (upstream agriculture, agrifood industries, support functions) whose role is to bring out common points and Group synergies. . To achieve this, I proceed systemically by formalizing, testing and then amending. This body, sponsored by a member of the COMEX, is also a place of sharing and exchange: feedback, sharing of intelligence, etc. Digital must, above all, be a channel at the service of business and customers. It is a means and no longer an end in itself. For a group like Terrena,

What qualities / skills are you looking for in your teams?

I prefer to have a strategy in a digital world rather than a digital strategy (even if, at the level of certain professions, this may make sense). This posture is essential to identify the priority areas, define the objectives and allocate the means to stand out. Pragmatic, I believe more in progress by proof and results than by the simple expression of a vision which would remain theoretical. Moving forward with short projects, with regular and punctual delivery, allows value to be added on a regular basis. This is the key to remaining realistic and believable. The roadmap is thus readable and easily adopted by the teams. In this sense, I really like the Amazon method: “feed the project team with 2 pizzas”. Not requiring too much investment, they thus allow failure.

However, as the trajectory is managed as closely as possible, these projects fail much less. It’s also a great way to bring teams along because the results are tangible. Digital and agriculture, a duo that can surprise. Why does digital represent an opportunity for agriculture? I want to denounce a myth: the agricultural world has already taken the digital turn. As a revealing example, in 2014, autonomous tractor driving had already existed for 10 years! It has even become the norm. All tractors over 150 hp (and 75% of the rest) are sold with this option. More than half of the farmers have a smartphone and use at least one application related to their work. The subject is therefore known and understood. More macro, the arrival of digital revolutionized agricultural research by making it possible to simulate and analyze from existing data,

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