• Il faut rappeler qu'historiquement nous avons une politique d'ERP unique, ce qui fait que nous avons un ERP Finance, un ERP RH, un ERP Matériel, etc.
• Notre enjeu numéro un, c'est le passage à l'échelle. Parce que très souvent nous faisons un "IA day" ou un "Data day" avec 600 à 700 projets qui sortent et il est très difficile après, dans la gouvernance, de les arbitrer, de les prioriser
• Le but, c'est de trouver une solution d'IA générative privée sur laquelle nous puissions mettre toutes nos données qui seront sécurisées
• Nous avons aussi injecté les données de notre ERP RH appelé People. Nous sommes en phase de test
• Ce que nous cherchons à faire, ce sont des avancées par verticales. Nous allons commencer par la RH, puis la finance, et ensuite nous irons sur les parties métiers qui ont aussi beaucoup de besoins et où il y a beaucoup de documentation technique.
• Nous avons créé un groupe de gouvernance avec la DSI et les métiers et chacun va, à l'intérieur de ce lac de données, avoir un accès spécifique à des données en fonction de leur périmètre.
• Aujourd'hui, tout le monde est allé sur ChatGPT et il y a beaucoup d'attente par rapport au fait de pouvoir construire des outils basés sur l'IA générative. C'est pour cela qu'aujourd'hui nous allons ouvrir, au fur et à mesure, par stream, les capacités de l'IA générative privée sécurisée
• Cependant, maintenant que nous travaillons sur l'IA générative privée, qui ne rentre pas dans ce modèle-là mais qui est plutôt dans un modèle commun, nous devons trouver comment gérer ces coûts.

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• In our research, we found a very strong connection between making great decisions, or what we call decision excellence, and performance.
• We define decision excellence as the velocity, quality, and efficiency of decision making
• Customers tell us that they are overwhelmed by the amount of information that they’re taking in.
• The first is vertical connectedness—are the decisions made at the highest levels of the company, translating and trickling down to all levels, including the factory floor
• The second dimension of connectedness is horizontal connectedness, so how well is the enterprise connected across functions, across business units.
• external connectedness, a gauge of how well companies are connected with their suppliers and their customers.
• a connected enterprise is a company that can move through decision cycles more rapidly and hence be more agile than its competition
• In this older scenario, too much time is typically spent on bringing in data and connecting systems
• In the connected enterprise, all of the time is spent on making decisions and iterating scenarios to make the best decisions
• Anaplan solved a lot of those issues by putting the data from source systems into the platform. That data was always accurate, always clean, and it was set up to match the models on the platform. That allowed companies to do scenario planning, not just one annual financial plan. They could iterate on the plan rapidly.
• To execute really well, both flawlessly and consistently, you need the right information at the right time, so you can make decisions in real time. That’s what execution really is about—the right decision making in real time, backed up by processes and talent.
• Our sales reps have their quotas on the first day of the new year. That’s unheard of. At every other company that I’ve run or ever been affiliated with, it can take up to a quarter or more for sales producers to get their quotas
• We’ll be able to leverage gen AI to give executives access to the Anaplan insights through natural language, and it’s on our product road map for this year. An executive will be able to query the Anaplan app on their phone to get insights from the models they have on the Anaplan platform.
• e’re working on features that will generate early warnings if there are changes or anomalies in an organization’s models or that will create rapid scenario planning

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• focusing on improving quality is the best way to reduce costs and increase productivity.
• The focus is on continual never ending improvement. This is a much different mindset than focusing on what is most broken right now and how can we put in place some band-aid to allow things to keep working as they have but stop the visible issue as quickly as possible.

• f you give these organizational development people just a little bit of help about statistical tools for tackling the problem, analyzing the problem, figuring out what it is and how to solve it their power can be multiplied many times over.

   

  And if you give the statisticians and the technical people some help with organizational development skills the power they can have is multiplied enormously. It is incredible what can happen.
• Around all these processes is potential information. And you can either use it or not use it. And in most places just waste it.

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