Selon un rapport de Capgemini et Altimeter, Paris occupe la troisième position, derrière la Silicon Valley et Londres.
Plusieurs grands groupes internationaux se sont installés en France, ces dernières années.

” Pour rester compétitif, une entreprise doit donc devenir plus agile que réactive et plus customer-centric que présomptueuse. C’est là qu’intervient la transformation digitale”, explique Brian Solis ” Bien qu’elle représente un mouvement global qui utilise la technologie pour radicalement améliorer les performances des entreprises, la technologie seule ne constitue pas la solution. Pendant les recherches, j’ai appris que ce mouvement fonctionne même sans la moindre feuille de route universelle qui puisse guider les marques. De fait elles ambitionnent le changement avec les mêmes pratiques habituelles, le même paradigme traditionnel, sans vision ni buts “.

Over the last three years, I’ve studied the maturity paths of some of the world’s leading brands including Dell, Discover, GM, Harvard, Lego, Metropolitan Museum of Art, Nestlé, Novartis, Sephora, Starbucks, Target, among many others. The result is a new report, “The Race Against Digital Darwinism: Six Stages of Digital Transformation.” It introduces a maturity framework that documents how companies are advancing technology roadmaps, business models and processes to compete in the digital economy.

Have marketers come to a crossroads at which they have to decide, once and for all, between scale and survival? It’s a choice that Brian Solis, noted author on tech disruption and principal of Altimeter Group, takes on in a new report called “The Race Against Digital Darwinism: Six Stages of Digital Transformation.” Trying to survive in the digital jungle, companies are not only challenged by upstart predators and sophisticated customers, but they’re also laden with the trappings of process and infrastructure that turned their humble organizations into industry behemoths in the first place.

Brian Solis, principal analyst at Altimeter, said his company hopes these six stages serve as a digital-maturity blueprint to guide companies along their transformations.

“I think the key takeaway for CMOs is going to be that no one company has all of the answers,” Solis told CMO.com. “Another takeaway for the chief marketer is that they have an opportunity to make their role about more than just marketing. CMOs can be experience leaders and drive the future of business. They must show that marketing is now part of experience, and experience is now part of customer engagement, and customer engagement is basically the foundation for any company.”

“Digital transformation isn’t easy but it is among the most effective ways to future proof an organisation while building an infrastructure to be more agile and innovative,” Solis concluded. “But make no mistake, this is the long road, not the short cut. To disrupt markets, you have to start by disrupting yourself.”

You can keep doing business as usual — or you can future-proof your business by becoming agile rather than reactive and customer-centric rather than presumptive.

In short, you can embrace digital transformation, explained digital analyst, speaker and author Brian Solis.

Technology is evolving right before our eyes. The things we have taken for granted, like messaging, are now becoming central in how people converse with businesses. Tech companies like Amazon, Netflix, Airbnb, Uber, Tesla, and WhatsApp are shaking traditional enterprises to their core. But instead of waving the proverbial white flag, incumbents like Hilton, Comcast, Ford, and others should evolve. A new report by Altimeter Group principal analyst Brian Solis offers a path for becoming “agile, competitive, and innovative” in the changing business landscape.

“That’s the irony about digital transformation, it doesn’t work when in of itself technology is the solution. Technology has to be an enabler and that enabler needs to be aligned with a bigger mission. We already found that companies that lead digital transformation from a more human center actually bring people together in the organization faster and with greater results,” Solis says.