Let’s set the stakes
The client is one of the leading players in the talent solutions domain, covering 60 countries in 5 continents. The group has been investing massively in the passed 4 years in the digitalization of its activity, to improve its customers / candidates experience (better responsiveness in the recruitment process, better match between the job offering and candidate profiles, etc.) but also to maintain its market share in the face of new 100% digital entrants (job boards, freelance platforms, professional social networks, etc.). However, the value created by these investments remains below what one might expect.
How we intervened
Circularity support, led by an experienced trio of complementary business/digital/IT profiles, consisted of carrying out a flash diagnosis (6 weeks) of the digital & IT organization, then proposing a set of recommendations shared to the highest level of the company and aiming to reconsider this organization for better adoption of digital solutions by the Business Units and the countries.
These recommendations highlighted:
- areas where mutualization should be prefered (between the major global Business Units and/or between regions and countries) and, conversely, areas in which autonomy needs to be possible
- the guiding principles governing the relationship between business and technology but also between digital and IT or between central and local
- the changes to be made to the portfolio of the 15 strategic projects, with a view to realigning them with the guiding principles mentioned above
The results we obtained
- a shared diagnosis by the ExCom (CEO, global Business Units managers, HR & finance support functions managers, global CDO, global CIO), as well as by the board, which made it possible to obtain consensus on the changes to be implemented