Frédéric Lippi: Digital Transformation needs a systematic approach!

lippiIn today’s “E20S Speaker Interviews” post we are very much honored to present Frédéric Lippi who is one of the “digital leaders” speaking at the upcoming Enterprise 2.0 SUMMIT. Frédéric is the president of LIPPI – a fencing company from Charente, a 40 Mio EURs business with 240 employees. Together with his brother he has been named “Boss Digital” earlier this year.

1) Frédèric – we are honored to have you as a speaker at Enterprise 2.0 SUMMIT 2015. Earlier this year you have been named “Boss Digital” – just briefly what is the digital transformation story of LIPPI?

We’re very proud of this award, for all the people in the company that drove their own transformation. In fact, the digital transformation of the company is actually a fairly long history of combining patience, system, and trust.

It aims at remaining a contemporary company. It begins with the idea that we could build an organization based on trust, based on educated people willing to take initiatives, to become day to day “entrepreneurs”. Today LIPPI is a company that clearly reinvents its playground.

2) Your approach is a little bit contrary to what the evangelists are usually preaching – somehow you started with the technology first and then brought in the culture. What is your stake on this?

In fact not exactly ;  we tackled the issue as systemic, and we tried to make everything evolve at the same pace. It takes place a few years ago with the simultaneous transformation of the culture, in fact the education of people, the structure of the organization and the internet services we began using in the company.

3) So it’s the enablement for the digital collaboration that is key for the success? What about the link to the business value creation? Mustn’t there be a strong connection to business objective level – as special for a company like LIPPI – to justify the efforts?

To me, the key is to enable people to collaborate, digitally or not indeed, first and then co-elaborate the vision and then initiate and build, on a try and fail basis, new business models as strong as possible for the company, by taking advantage of the technology.

4) What have been the key issues from your perspective on the transformational journey?

I think the main issue is to invent the new roles for the management, mainly from commanding to inspiring, from controlling to measuring and supporting. Another challenge is to educate people so that they can understand company figures, as you make them available. That’s among the biggest challenges.

5) What are your ideas for the further development of this journey?

I try to act first and talk second. So please don’t be upset if I keep for me the recipes that are still in progress. Anyway I can tell you it has to deal with education and awareness.

Thank you for the interview!

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Rogier Noort
I'm a Social Business addict coming from the technical depths of IT and rising from these dark ages, through web and social, to the enlightened field of Social Business. Also blogger, podcaster, talker and listener.