Barco - Trends Summer University

IMM2013Monaco,16th-17th october

welcome!

Forgetaboutsellingtheproductonlyselltheuseorthesubscription

BrunoRonsseCountryManagerEconocomBelux

Econocom | slide 2

Barco– digitalprojectors

Price&usagealignment

DisruptioninB2C

Econocom | slide 3

Avarietyofnewbusinessmodels

Freemium

Hypermarket

Subscription Marketplace

Ondemand AccessoverownershipPlatformecosystems

Free

Econocom | slide 4



TheNewLeaders

90%oftheFortune500companiesvanishedsince1955

40%oftoday’sFortune 500willnolongerexistin10years

87%ofcompaniesfailtoexecutetheirstrategy

Econocom | slide 5

AnticipatingDisruption

MarketConditions

PatternsofDisruptionCatalysts+ +

Econocom | slide 6

Assets.Whatabout‘em?

World’s largesttaxicompany

ownsnocars

World’s largestaccommodationprovider

ownsnorealestate

World’smostvaluableretailer

hasnoinventory

Econocom | slide 7

AsaServiceEconomy

53%ofseniorvicepresidents andaboveseetheas-a-serviceeconomy ascriticalor

absolutely criticalfortheirorganization

7outof10enterprisesdonotexpecttheircoreoperationstobedeliveredas-a-

serviceforatleast5years

Smallandmedium-sizeenterprisesmorelikelytoseeas-a-serviceascritical orabsolutely criticalforthesetransformations

AsiaPacificbuyers

atleasttwiceaslikelytoseeas-a-servicecritical orabsolutely critical

Source:Accenture/HfS research

Econocom | slide 8

Whataboutmoretraditionalbusinessesandassets?

Econocom | slide 9

Barco– DigitalProjectors


Econocom | slide 10Econocom | slide 10

Gd Hôpital deCharleroi– PatientHospitalityServices

Priceperpatientperday– fromcapextoopex inpublicsectorRisktransfertosupplierincaseoflowadoptionrate


GHICL,Lille- DigitalOperatingRoom

FromupfronttowardsrentalImmediateROI– removingbarriertodigitaltransformation


Bringme – SmartBoxesforDelivery&Pick-up

Payasyougrow– speed-upforstartups

Econocom | slide 13

Zoominginon2PotentialCatalysts

CIRCULARECONOMY IFRS16

Econocom | slide 14

Catalyst#1:CircularEconomy

Source:WBCSD

Econocom | slide 15

Catalyst#1:Circulareconomy

Trolleyasaservice

§ Closedlooprecyclabletrolley>Cradle-to-cradle§ Lightweight>Fuelconsumption&Carbonfootprint§ Changeofownership(airlinetocaterer)§ Smart“asaservice”device– priceperday

§ ROIof40%peryear(30%fuelsavings,from18%to1%theft,lessfoodwaste)+opportunities fornewservices(advertising,cool,usagedata)

Econocom | slide 16



Catalyst#2:IFRS16

§ Past:OperatingleaseversusFinanciallease§ Future:LeasecontractversusServicescontract

§ Fromoff-balancetoon-balance§ Asof2019forlistedcompanies§ Assets>5.000€

§ Servicescontractscanstillbebooked off-balance§ Evaluationbasedon2criteria:

§ Identificationoftheassets§ Controlovertheassets

Econocom | slide 17

AmIvulnerable?CanIseizetheopportunity?

HarnessNetworkPotential

RethinkValue/Price

Ratio

MarketConditions

ProductCharacteristics

DemandCharacteristics

IndustryStructure

PatternsofDisruption

Amixof

Catalysts

Technology

Mindset

Platform

Economy

Policy

+ +

Source:DeloitteUniversityPress

Econocom | slide 18

Wedesign,financeandoverseethedigitaltransformationof

companies&publicorganisations

Econocom

Followus

EconocomBeLux

EconocomBeLux

@Econocom_BeLux

www.econocom.be

Speaker

[email protected]

OUR FUTURE IS BASED ON THE

TRADITIONAL ECONOMY.

INDUSTRY 4.0 IN

FLAT GLASS SECTOR

Jean-François Heris

President, Building & Industrial Glass Company

AGC

AGC: BUSINESS OVERVIEW

BUILDING & INDUSTRIAL

GLASS (25% of sales)

External glass

Decorative glass

High performance glass

ELECTRONICS (20% of sales)

Display

(LCD and PDP glass

substrates)

Electronic materials

CHEMICALS (25% of sales)

Fluorochemicals &

specialty chemicals

Chlor-alkali & urethane

Life science

LEADING POSITIONS

N°1 GLASS PRODUCER

(*) Ceramic / Other : 2%

GLASS FOR AUTOMOTIVE

INDUSTRY (28% of sales)

OEM

ARG

AGC ASAHI GLASS

World’s largest glassmaker

Glass, Electronics, Chemicals

€ 10.7 billion sales

51,000 employees

200 companies in 30 countries

Stock listing / HQ in Tokyo

Regional Headquarters

Tokyo (Japan)

Louvain-la-Neuve (Belgium)

Atlanta (USA)

São Paulo (Brazil)

TECHNOVATION CENTRES

YOKOHAMA (Japan) Fundamental & applied

research in all businesses

KEHIN R&D for Building

GOSSELIES (BELGIUM) Excellence centers in building glass technologies

ABINGDON (USA) R&D for Building

AGC: WORLDWIDE R&D FORCE IN GLASS

Building & Industrial Glass Cy

All glass solutions for building

(facade, interior design)

€ 2.7 billion sales

15,500 employees

Over 150 sites worldwide

HQ in Louvain-la-Neuve (Belgium)

GTNET CUPERTINO

(USA) R&D for Building

SOME ACHIEVEMENTS: AGC BUILDING GLASS

AROUND THE WORLD

AGC GLASS BUILDING

A NEARLY ZERO-ENERGY BUILDING

IN LOUVAIN-LA-NEUVE

SINO ECOLOGICAL ENERGY

EFFICIENT BUILDING

IN BEIJING, CHINA

EUROPA BUILDING (EUROPEAN

COUNCIL) IN BRUSSELS

WHAT CAN AGC GLASS DO TODAY IN THE BUILDING

INDUSTRY?

GLASS MEETS A GROWING RANGE OF NEEDS

INCREASING ENERGY EFFICIENCY THROUGH COATINGS* *invisible layers of metal oxides deposited thanks on glass which reinforce its

insulation and/or solar control properties (nanotechnologies).

ENHANCING INTERIOR DESIGN

REINFORCING SAFETY AND SECURITY

GENERATING ENERGY

DEVELOPING COMMUNICATION

OFFERING NEW FUNCTIONALITIES

ANTIBACTERIAL ANTI-SCRATCH WATER REPELLENT ANTI-FOG

THIN GLASS IGU, ANTI FINGER PRINT, ANTI-GLARE, ANTI-REFLECTIVE…

GLASS MEETS A GROWING RANGE OF NEEDS

AGC IN

INDUSTRY 4.0

ENVIRONMENT

FROM MECHANIZATION TO CYBER PHYSICAL SYSTEMS

Christoph Roser at AllAboutLean.com

Source: acatech 2011

AGC & INDUSTRY 4.0 • Numerical simulation tools

used for designing and

running all our

manufacturing tools

• Process control system

• Low energy processes

• Remote control

• …

© Roland Berger

FROM A DATA DRIVEN INDUSTRY …

Data is collected from

the process (sensors,

observation,…)

Data efficiently

stored on numeric

support

Data processing by

specific algorithm

Data driven

decision tool

… TO A BIG DATA INDUSTRY

NEW KIND

OF DATA

NEW DATA

TYPOLOGY

ALGORITHM

ADAPTATION

- new typology

- streaming

BIG DATA TOGETHER WITH REMOTE CONTROL AND

PROCESS CONTROL SYSTEMS

Maintenance Optimization (Predictive maintenance) Process Optimization

(Navigate / Assist best settings : Algorithm)

IT BOX

Knowledge Utilization (FLOATPEDIA : Experience and Defect DB)

Data Monitoring / Storing (core system)

Advanced Patrol (Remote Auto-abnormality detection)

HQ/R&D

Site Engineer

TRAINING BASED ON VIRTUAL REALITY

A SIMULATION TOOL TAKING TRAINEES IN IMMERSIVE GLASS INDUSTRY ENVIRONMENT

WORKERS TRAINED TO ASSESS RISKS AND ADOPT SAFE BEHAVIOR

AGC: ADVANCED MATERIALS

© Roland Berger

BIPV WITH ORGANIC PHOTOVOLTAIC

OPV 25% more sun harvesting factor than Si PV

in Urban Area - No need for direct light diffuse light is ok

- Works better than Si PV in all orientations/angles

Better response to: - Increased sizes of buildings in urban area

- Need to positive energy building. Zero Energy District

requiring 3 times more energy than needed for the

building

And it will become transparent!

SMART WINDOWS: HALIO BY AGC

...CLEAR …To DARK (& in between) in less than 3’

GLASS SWITCHING FROM...

www.HALIOLIFE.com

Cloud interfaces for easy setup and automation

Simple, intuitive wall mounted controls that match any decor

Smart-tinting windows for on demand light control

Gateway & system hardware that stay out of sight

Warranty, maintenance & operations service

Beyond glass: end-to-end solution

HALIO SYSTEM ENABLES TO CONTROL NATURAL LIGHT REMOTELY

Natural light switch

Control algorithm

Mobile app

Halio cloud platform

3rd party integration

Tint or bleach windows

Monitoring dashboards

5 BENEFITS FROM HALIO CONNECTED CLOUD SYSTEM

Halio cloud platform

Reactive

support &

maintenance

Monitoring

& dashboard

Remote

control &

automation

Predictive

maintenance

Data analytics

for Building

improvement

• Full control of the

building façade with

possible

customization

• Building’s facility

manager can monitor

façade status in real

time

• Halio customer service

provides remote and on-

site support for system

maintenance and repair

• Data analytics enables to

anticipate if a system

component is likely to fail

• Drives improved service

level at lower costs

• Data collected from

building behavior

enables optimization

of system

configuration

AGC: MASS CUSTOMIZATION

© Roland Berger

MASS CUSTOMIZATION BASED ON REALISTIC RENDERING:

COATING ON DEMAND

Plant tour

Lunch

9AM

12AM 5PM

Coating Customization (optimisation + rendering)

Sample(s) production

coating definition

Realistic rendering

Colors selection

MASS CUSTOMIZATION BASED ON REALISTIC RENDERING:

COATING ON DEMAND

FUTURE VISTA TOWER IN CHICAGO, USA

WHAT ABOUT OUR

« NEXT » FUTURE?

SMART CITIES & CONNECTED GLASS

© vincent callebaut architectures

Hyperloop from Elon Musk (Tesla)

© vincent callebaut architectures

http://img.clubic.com/07826013-photo-hyperloop-concept.jpg

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjxzYWptrXPAhXLVxoKHctADt8QjRwIBw&url=http://www.buzz--it.com/les-smart-cities-danger-ou-opportunite/&psig=AFQjCNFDgHIFAzuIdeu_Afmez_1DVnmHyQ&ust=1475267624222383

THANK YOU!

Creating Value beyond the Build

Monday, June 19, 2017 3

Société Belge des

Betons is founded

1909 Spain

1925 Africa

1945

First entry into UAE

1965 Zeebrugge

1978 Start of Regional

diversification

1985+

Empowered by our legacy


Re-entry into Eastern

Europe

1991 Inauguration of the

Burj Khalifa

2010

First activity in Australia

2011 Start of activities in

Scandinavia

2016 Acquisition of Heijmans

2017

Leveraged Management

Buy Out

2004

Empowered by our legacy

Renovation

new facade for the 9 spheres

All frames/glazing

unique

Did you know...

5

BESIX takes pride in pioneering

South Hook Jetty, Wales

Jetty refurbishment in

protected waters for Qatari

customer under supervision

of USA

Timing

60,000-capacity stadium

delivered in

26 months instead of 40 months

Innovation

First to pump up concrete

up to

585m Design by BESIX

Countries where BESIX is currently active

Countries where BESIX has been active

BESIX

AROUND THE WORLD

65 + years

active in Africa

years

55 + years

Experience in the Middle East

95 + years

international activities

14,000 staff

65 %

activities abroad

20 countries

A strategy of diversification Geographical spread

A strategy of diversification


Scope of activities allows for integrated solutions covering the full asset lifecycle

CONCESSIONS

& ASSETS REAL ESTATE

CONTRACTING

3

05 Maintain & Operate

02 Design

01 Project Development

04 Finance

03 Build

BESIX PARK COFELY-BESIX ASPCL ISOFOAM

SANOTEC HOTELS BESIX RED WATPAC

From Foundations to Finishing: in-house capacity


Interior fit-out

Steel reinforcement

cut & bend plants

Quarries Asphalt plants &

Concrete production Foundations

Water Works

PHOTO

REQUESTE

D

Cables, Pipes

and Utilities Roads

PHOTO

REQUESTE

D

Thursday, March 28, 2017

Belgian anchorage

enhanced with Heijmans acquisition

50 years of dedicated service to the Middle-East

From Early Pioneer To Long-standing Partner

The Middle East represents 42% of our turnover and 48% of our order book


BESIX Group Figures 2016 (in %)

34%

14%

42%

10%

Turnover: Breakdown by region

Belgium NeLuxFrance Middle East RoW

26%

16% 48%

10%

Order Book: Breakdown by region

Belgium NeFraLux Middle East RoW

A strong foothold in the Middle-East


Dubai Since 1986

Oman Since 1970

Abu Dhabi Since 1965 > 50 years of presence

Qatar Since 1966

Bahrain Since 2000

KSA Since 1968

Sharjah Since 1974

Our journey in the Middle East From early pioneer to long-standing partner

14 Monday, June 19, 2017

Oil export revenues trigger and finance the need

for infrastructure in the UAE

Present from the early days… Abu Dhabi Corniche– arrival of the barges (1965)

Corniche - completed


First Middle Eastern activity

Port of Doha - 1966 First activity in Qatar

Creation of the United Arab Emirates (1971)

The appearance of a modern state

Cement Factory Sharjah 1974-77

Um el Nar Refinery ( 1982) Taweelah Seawater Intake & outfall works (1984-6) Adia Tower (1987)

Growing infrastructure

Economic diversification program: creating a tourist industry

Etisalat HQ


Dubai, 1989-’92

Jetty for Umm Al Nar Refinery


Abu Dhabi

Dubai International Airport Expansion (Terminal 2) (1996-7); Harbor Khor Fakkan (1997-8), Sharjah; Taweelah B Power Plant (1992-6)

Despite political instability in the region building activities

expand in the UAE

Baynunah Tower


Abu Dhabi, 1992-’95

ADMA OPCO & ADGAS


Abu Dhabi, 1994-’96

Emirates Tower Hotel


Dubai, ’97-’00

Sheikh Zayed Mosque


Abu Dhabi, 2004-2007

Seizing opportunities to solve environmental and

public health concerns

Entering the PPP market

Ajman Sewerage (2001-)


First successful wastewater PPP in the region

Safi Water Reuse Station


Pioneering commercial water recycling


DOING BUSINESS IN THE MIDDLE EAST

Developing partnerships

Ruler of Sharjah and Roger Lemaire

How to build a tower of more than 1 km high? Challenges in high-rise

Singer Bld

1908

Met Life

1909

Woolworth

Bld 1913

Trump Bld

1930

Chrysler Bld

1930

Empire State 1931

World Trade 1972

Sears Tower 1974

Petronas Towers 1998

Taipei 101

2004

Burj Khalifa 2010

Span of 100 years

Building height – Evolution over time

Maastoren Rotterdam

164m

2009

New Orleans Rotterdam

158m

2010

Four Seasons Bahrein

202m

2015

Aspire Doha

318m

2006

Address Hotel Dubai

306m

2008

Adnoc HQ Abu Dhabi

342m

2016

Sofaz Bakou

140m

2014

Tornado Doha

200m

2008

EXPERIENCE in High Rise Buildings

125

Constructing the World’s Highest Tower


Duration: 59 months

(01/02/2005 - 30/12/2009)

on average one floor per 5/6 days

930 million USD

Height 828 meter

165 floors

Dismantling last crane & spire

lifting: technical ‘tour de force’

All tubes and joints flexible

because of sway

Coordination of 4000 workers on

site and about 30 subcontractors

Vertical transportation: tower

cranes - construction lift - jump lifts

Windtunnel tests (exposed to winds

of 200 km per hour/hurricane speed)

Wind Deflections ~ 50 year wind

Location Elevation Drift

(m) (mm)

Top Communications +604.9 1450

Top Office +569.7 1250

Observatory +442.1 750

Top Residential +375.3 540

Structural Overview

LOCAL CLIMATIC PATTERNS

• Shamal Winds (dominant in Dubai)

• Limited data above 800m

GLOBAL WARMING

• Climatic predictions for next 50 ~ 100 yrs

Multi Step Method

- 1st Station : L161

- 2nd Station: L99

3nos. Recovery Crane

- Favco 242R, Ogawa OT4520, Favco SDD3/10

W

LEVEL 99

LEVEL 100

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LEVEL 151

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T/STEEL EL: +704.9TOP OF SPIRE

T/STEEL EL: +691.3SPIRE LEVEL 8 BASE

SPIRE LEVEL 7 BASET/STEEL EL: +681.7


SPIRE LEVEL 5 - MEZZANINE2

T/STEEL EL: +652.9

T/STEEL EL: +656.1SPIRE LEVEL 5

T/STEEL EL: +659.3

T/STEEL EL: +665.7

SPIRE LEVEL 4 - MEZZANINE


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6



SPIRE LEVEL 2T/STEEL EL: +617.6

T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0


LEVEL 162 / SPIRE LEVEL 1

LEVEL 161T/SLAB EL: +601.9

SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

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LEVEL 147

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LEVEL 99

LEVEL 100

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LEVEL 110

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LEVEL 155

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LEVEL 160


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

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LEVEL 151

LEVEL 152

LEVEL 153

LEVEL 154

LEVEL 99

LEVEL 100

LEVEL 105

LEVEL 110

LEVEL 115

LEVEL 120

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LEVEL 135

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

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LEVEL 147

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

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2

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LEVEL 99

LEVEL 100

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LEVEL 110

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4500

S1






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

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LEVEL 149

LEVEL 150

W

1st Station

2nd Station

Cranage & Hoisting Tower Crane - Dismantling Method

W

LEVEL 99

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LEVEL 151

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

LEVEL 150

LEVEL 99

LEVEL 100

LEVEL 105

LEVEL 110

LEVEL 115

LEVEL 120

LEVEL 125

LEVEL 130

LEVEL 135

S6

4500

S5

4500

S4

4500

S3

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S2

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W

LEVEL 155

LEVEL 156

LEVEL 157

LEVEL 159

LEVEL 158

LEVEL 160


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

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LEVEL 152

LEVEL 153

LEVEL 154

LEVEL 99

LEVEL 100

LEVEL 105

LEVEL 110

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LEVEL 135

S6

4500

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S4

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

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LEVEL 150

LEVEL 151

LEVEL 152

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LEVEL 158






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

1

2

3

4

5

6

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1

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LEVEL 99

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LEVEL 135

S6

4500

S5

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S4

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4500

S1






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

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LEVEL 149

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W

Step 1 : Main T/C Dismantling

1) Main T/C Descending to L161

2) Main T/C Dismantled to L99 by Favco 242R

3) Dismantled Components moved to Ground

by Ogawa OT4520

W

LEVEL 99

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LEVEL 160

W

LEVEL 151

LEVEL 152

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LEVEL 156

LEVEL 157

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LEVEL 158

LEVEL 160






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

LEVEL 150

LEVEL 99

LEVEL 100

LEVEL 105

LEVEL 110

LEVEL 115

LEVEL 120

LEVEL 125

LEVEL 130

LEVEL 135

S6

4500

S5

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S4

4500

S3

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S2

4500

S1

W

LEVEL 155

LEVEL 156

LEVEL 157

LEVEL 159

LEVEL 158

LEVEL 160


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

LEVEL 142

LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

LEVEL 150

LEVEL 151

LEVEL 152

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LEVEL 154

LEVEL 99

LEVEL 100

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LEVEL 120

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S6

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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S6

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S1






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

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Favco

242R

Main T/C

L161

Cranage & Hosting

W

LEVEL 99

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

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S6

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4500

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W

LEVEL 155

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LEVEL 157

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LEVEL 158

LEVEL 160


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

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LEVEL 105

LEVEL 110

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3

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

LEVEL 150

LEVEL 151

LEVEL 152

LEVEL 153

LEVEL 154

LEVEL 155

LEVEL 156

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LEVEL 158






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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LEVEL 99

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LEVEL 130

LEVEL 135

S6

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S5

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S2

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




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1st Station

2nd Station

Step 2 : Favco 242R Dismantling

1) Favco SDD 3/10 Installed on L161

2) Favco 242R Dismantled to L99 by Favco SDD3/10

3) Dismantled Components moved to Ground

by Ogawa OT4520.

W

LEVEL 99

LEVEL 100

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LEVEL 151

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

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LEVEL 135

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LEVEL 155

LEVEL 156

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LEVEL 160


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

LEVEL 141

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LEVEL 148

LEVEL 149

LEVEL 150

LEVEL 151

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LEVEL 153

LEVEL 154

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LEVEL 100

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LEVEL 110

LEVEL 115

LEVEL 120

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LEVEL 130

LEVEL 135

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2

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5

6

7

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

LEVEL 145

LEVEL 147

LEVEL 148

LEVEL 149

LEVEL 150

LEVEL 151

LEVEL 152

LEVEL 153

LEVEL 154

LEVEL 155

LEVEL 156

LEVEL 157

LEVEL 159

LEVEL 158






T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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LEVEL 151

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LEVEL 99

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LEVEL 135

S6

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S5

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

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WFavco 242R

Favco

SDD3/10

L161

Cranage & Hosting

W

LEVEL 99

LEVEL 100

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LEVEL 110

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

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LEVEL 135

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W

LEVEL 155

LEVEL 156

LEVEL 157

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LEVEL 158

LEVEL 160


T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

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LEVEL 150

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LEVEL 154

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LEVEL 110

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LEVEL 120

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LEVEL 135

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

LEVEL 145

LEVEL 147

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LEVEL 153

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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2nd Station

Step 3 : Ogawa OT4520 Dismantling

1) Favco SDD 3/10 Re-installed on L99

2) Ogawa OT4520 Dismantled to Ground by Favco

SDD3/10

Step 4 : Favco SDD3/10 Dismantling

1) Favco SDD 3/10 Dismantled Manually

W

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

LEVEL 140

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T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7


LEVEL 143

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




SPIRE LEVEL 3

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T/STEEL EL: +652.9


T/STEEL EL: +659.3

T/STEEL EL: +665.7



T/STEEL EL: +640.0



T/STEEL EL: +627.2

T/STEEL EL: +633.6




T/STEEL EL: +620.8

T/STEEL EL: +614.4

T/SLAB EL: +608.0




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Ogawa

OT4520

Favco

SDD3/10

L99

Cranage & Hosting

The Tower, Dubai Creek Harbour


Dubai - United Arab Emirates

Raft foundations awarded – main works progress

still in tendering process

Emaar Properties

Santiago Calatrava

Dubaï Creek Harbour – Location of the project

Dubai Creek Harbour

Royal Atlantis

Burj Khalifa

Bluewaters

Island Dubaï Canal


“A new venture from Emaar Properties, Dubai Creek Harbour will be both a financially

viable and ecologically responsible city built with future generations in mind. “

Projects on-going in 2017

MELUN HOSPITAL Melun, France

DESIGN & BUILD ONGOING

FERRERO INT’L HQ Luxembourg, Grand Duchy of Luxembourg

BUILD ONGOING

GOTTHARD RESIDENCES Andermatt, Switzerland


Khalifa Stadium


Qatar, 2014 - ’17


Grand Egyptian Museum Cairo, ongoing

Grand Egyptian Museum


Cairo, ongoing

AL WAKRAH STADIUM Qatar


AL WAKRAH STADIUM Qatar


Press Conference Annual Results 2016

60

ROYAL ATLANTIS RESORT AND RESIDENCES Dubai, UAE

BUILD ONGOING


BESIX Group Figures 1993-2016 (in m EUR)

570

775

2400

0

500

1000

1500

2000

2500

3000

1993 2003 2016

5 14

120

0

20

40

60

80

100

120

140

1993 2003 2016

Group Revenues (in m EUR) Group Net Result (in m EUR)

63

Movie showcasing prestige projects Middle East

Contact Us Contact Us

Gemeenschappenlaan 100 Avenue des Communautés

1200 Brussels

www.besix.com

64

Trends Summer University - June 2017

Traditional companies can also benefit from

disruption

Koen Van Gerven

bpost, a traditional company

€ 2.4 bn

revenues

496.5 m 20,5%

Ebit

8.6 m

lettershandled

every day

Bel 20

DJ Eurostoxx

600

148.000

parcelshandled

every day

24,850

average #FTE

11,8

8,6

0

2

4

6

8

10

12

14

2006 2016

Business disruption

In millions of pieces/day

2,1

0,40

0,5

1

1,5

2

2,5

2006 2016

- 15,3% CAGR

- 3,2% CAGR

Letter mail challenged by the digital world

20,124,5

29,5

36,5

1,9

4,9

8,2

13,1

2016 2021F 2025F 2030F

Growth in global retail & eCommerceUSD Trillions

brick & mortar ecommerce

91%

22.0

29.4

37.6

49.4

9 %

17%

22%

27%

73%

78%83%

SOURCE: eMarketeer 2016. IHS. McKinsey

eCommerce growth rate is 4x that of physical retail

Business disruption


Market dynamicsCustomer expectations Process

Business disruptionThe paradigm shift: 2D to 3D - More than Mail Parcel

Digital remastering

Made online, fully personalised State of the art printing techniques For residential and business clients

My stamp


Digital remasteringMobile postcard


… with the convenience of digital worldThe personal touch of a postcard…

Technology as disruptionParcify

Company centric Customer centric

Crowd sourcing as disruptionbringr


Take

aways

• a threat

• an opportunity

• comes in different forms

• the customer leads

• embrace disruption

• to stay relevant

• it's our job


to bring our clients closerand to make their lives easier

1 Orange Restricted

A telco launching a bank

Michaël Trabbia

CEO Orange Belgium

2 Orange Restricted

What the devil was he doing in that galley?

3 Orange Restricted

Click to add text

4 Orange Restricted

85%

Usages are getting more digital

5 Orange Restricted

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjsnaXhzL3UAhUBElAKHRMrApEQjRwIBw&url=http://www.capitaine-banque.com/actualite-banque/comparer-groupama-banque/&psig=AFQjCNFsTb5hxMdOyQDRzOJYf4lkkMPlAw&ust=1497538749390469

http://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiPuIiIzb3UAhVJbFAKHUNhC-cQjRwIBw&url=http://www.orange.fr/&psig=AFQjCNHEewH30_oc6pxVTxPLJ1dX3C4SIg&ust=1497538831455882

https://www.google.be/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwi4yfSyzb3UAhWBLVAKHcjIAAgQjRwIBw&url=https://forums.autodesk.com/t5/a-propos-de-la-communaute/avec-ibm-watson-autodesk-dynamise-le-service-d-accompagnement-de/td-p/6646172&psig=AFQjCNEgYvw5ayj-0KB6EzeHShI9s2SC8w&ust=1497538895238260

6 Orange Restricted

Sticking to our way of living

7 Orange Restricted

Pay either way: bank card or mobile

8 Orange Restricted

Block & reactivate your card from your mobile

9 Orange Restricted

Send money by SMS

10 Orange Restricted

Virtual adviser #AI


... really not like the others”

“A real bank…


When? Summer 2017


Thank you

Transformation digitale.

L’innovation passe-t-elle par le rachat de start-ups ?

Quels sont les critères d’investissement

dans une start-up ?

Investisseurs / Startups :

Le grand malentendu ?

Your investment partner

6/19/2017 1

[email protected]

mailto:[email protected]



Internet Attitude

• Fonds d’investissement privé

• Créé en 2010, pour 10 ans

• Actif dans les startups internet

• Pas seulement du financement mais de l’accompagnement par 20 experts

• 10 M€ capital

• 100 associés (dont 4 invests publics)

• 12 participations ; 6,5 M€ investis

6/19/2017 – Trends Summer University – Workshop 6 2

Préambule

• L’innovation passe-t-elle par le rachat de start-ups ?

• S’il y avait UNE réponse unique, ça se saurait

• Littérature n’apporte pas de réponse unique

• Un relevé de stratégies de grands groupes non plus…

• Nombreuses stratégies différentes menées avec succès

– GAFA : nombreux rachats de Start-ups

– Certains grands groupes ont mis en place des pistes alternatives

• Tout dépendra de critères internes et externes


Un peu d’histoire

• Le débat de l’internalisation / externalisation, même en innovation, n’a pas attendu l’arrivée des startups

• Et a déjà fait couler beaucoup d’encre, et créé de nombreuses tensions dans les entreprises :

– Internaliser : maîtrise, coûts, IP, contrôle, …

– Externaliser : • Fonctionnalités déjà définies (packages) ; évolutivité

• Investissements partagés ; mode locatif (SAAS) ; etc

• Souplesse / ressources humaines

• Planning

• …


Le rachat : opportunités (1/3)

• Mutualisation des efforts (financiers / analyse / tests / …)

• Time to market

• Créativité / innovation / capacité de pivoter des startups

• Recruter rapidement une équipe jeune, identifier les talents

• Cycles de décision courts

• Éviter les procédures / processus / règles internes

• Innovation : acceptation de l’échec, ou de développer un projet qui ne s’inscrit pas dans une stratégie MT / LT



• Achat de l’IP

• Empêcher un concurrent d’acheter

• Financement : niveau de risque accepté par les investisseurs de la startup + élevé que par les actionnaires de l’entreprise

• Bilan : amortissement du rachat


7


6/19/2017 – Trends Summer University – Workshop 6

Source : Emmanuel Mouclier, Incubation de startups : clé d’une transformation digitale agile des grands groupes (slides - 27/10/2016)

« Start-ups et grands groupes : je t’aime, moi non plus »

Source : Slides présentation Marc Arthur Gauthey, Challenge Innovation GRDF, nov. 2015

8 6/19/2017 – Trends Summer University – Workshop 6

Le rachat : risques

• Coût d’arrêt du développement de la start-up avant d’en faire bénéficier l’entreprise

• Non intégration dans l’organisation des fondateurs / équipe => départs

• Organisation et collaborateurs fermés à des projets rapides, agiles

• Choc culturel / entreprise « à deux vitesses »

• Erreurs d’évaluation technique / financière / business lors du rachat

• Coûts de développements ne sont plus mutualisés

• ! Atténuation de certains risques si rachat sans intégration


Critères internes

• Culture d’entreprise : engendre cohésion mais …

– Agilité ? Immobilisme ? Méfiance face aux nouveautés ?

– Âge des équipes ( générations Y et Z ?)

=> Conditions culturelles préparées

• Acceptation « d’espaces de liberté » ? style de l’entreprise ?

=> Règles fixées en amont

=> Conditions organisationnelles préparées


• Paradoxe : – Normal que cela soit difficile (voire impossible) de lancer des initiatives disruptives dans une

grandes entreprises

– Mais est-il normal d’entendre certains dirigeants afficher une politique qui va dans ce sens, sans essayer en parallèle de changer les processus et mentalités en interne ?

Alternatives au rachat

• Comme « avant » : (développer en interne) / sous-traiter / achat produits

• Open innovation

– Incubation « corporate » (win-win entre entreprise et startup)

– Incubateur (propre à l’entreprise ou partenariat)

– Intrapreneuriat

– Spinoff (extrapreneuriat)

• NB : investir dans des fonds / créer son propre fonds


Critères externes (1/5)

1. Equipe de choc – No one (wo)man show

– Esprit d’entrepreneur, motivation, force de conviction, leadership

– Compétente

– Complémentaire

– Sens commercial

– « Liberté financière » des fondateurs

– Et dans le cadre d’un rachat : accepteront-ils de perdre « le pouvoir » ?

– Étude de personnalité ?



2. Produit / clients – Produit innovant avec innovation technologique (pas de « me too »), forte

composante R&D

– Prévalidation commerciale : # clients significatifs

– Étude de marché ok ?

– Concurrence ?

– Traction du marché ? Des tas de beaux produits, applaudis par la communauté technologique, voire par les clients potentiels, ne se vendent pas !



3. Business Plan / Plan financier – La 8ième merveille du monde …

– « On conquiert le monde en 18 mois, et dans 2 ans, on a un EBITDA de 70% ! »

– Des business plans impossibles à tenir, souvent irréalistes , super-optimistes

La question qui tue : êtes-vous prêts à ne plus vous payer de salaire si vous n’atteignez pas les objectifs ?



4. Due diligence – Complète, pas trop courte, ni trop longue

– Ce qu’on attend des fondateurs

• Être sûr d’eux et ne pas regretter l’achat

• Sont-ils capables de faire aussi des efforts …

– Valorisation • Une idée, oui ! Mais que vaut-elle ?

• Surtout si pas 1 € de chiffres d’affaires !

– « Pouvoir » • Accepter de perdre la majorité ?

• De nombreux dossiers échouent à ce stade…

• Mécanismes : warrants, relution, success fees



5. Le closing

– Les dangers :

• Ne pas motiver suffisamment les fondateurs

• Composition du CA

– Les musts :

• Clauses de bad leaver / good leaver

• Pouvoirs de décision

• Minorités de blocage


Conclusion : l’innovation passe-t-elle par le rachat de start-ups ? • Réponse difficile à cette question !

• Beaucoup d’exemples positifs, mais aussi de contre-exemples

17 6/19/2017 – Trends Summer University – Workshop 6

Source : Emmanuel Mouclier, Incubation de startups : clé d’une transformation digitale agile des grands groupes (slides - 27/10/2016)

Une solution progressive : tester, investir, … puis racheter

Digital transformation – separating myths from reality

Steven Spittaels

June 2017

REINVENTING YOUR BUSINESS TOGETHER

| BIG DATA | ANALYTICS | INNOVATION |

2 McKinsey & Company

Digital transformation is hard

The goalposts keep moving, forcing questions on

strategy and business models.

It is unclear who should own the digital agenda.

Acquiring and releasing talent is painful.

The business case does not add up.

The risks are hard to assess.

Transformation takes longer than the time available.


Executives at incumbents are seeking advice from Silicon Valley


Here are some of the things you might hear in Silicon Valley... but which to believe

1

2

3

4

5

6

7

Digital is disrupting every sector

Disruptors have the upper hand

Winning requires bold

investment in transformation

Agility is the best strategy Culture change is

critical

CEOs must lead the digital

agenda

Building new businesses is

better than reshaping old

ones


Myth 1 Digital is disrupting every sector.


Every sector is being disrupted

RETAIL

LEISURE

SHIPPING

MANUFACTURING

TRANSPORT

INCUMBENT ATTACKER


Digital is even disrupting sectors that are traditionally immune to attackers

Market capitalisation1 $ Billions

SOURCE: Capital IQ, Skift Research

30

35

25

20

10

0

15

5

2014 15 2016

1 Valuation insteaed of Market capitalization for Airbnb


Myth #1 Digital is disrupting every sector.

• Digital disruption is affecting every sector

• An understanding of your sector’s pace

and scale of disruption will determine

appropriate action


Myth #2 Disrupters have the upper hand.


Estimated market share of new digital entrants/adjacencies Percent

8

8

13

14

15

16

17

18

25

26

Consumer packaged goods

Automotive and assembly

Transportation

Finance and Insurance

Retail

Professional services

Telecom

Information Technology

Healthcare

Media

SOURCE: 2016 McKinsey Digital Survey

Disruptors are taking share in most sectors


What they did

Shifted from commoditized manufacturing to customized

services

Deployed next generation technology to help customer

develop agronomic insights

But incumbents have also had significant digital success

Making

tractors

Online services

for farmers

Old business model New verticals

SOURCE: Operator website; Annual report; Press search


Myth #2 Disrupters have the upper hand.

• There is much incumbents can learn

from disruptors

• Incumbents have many capabilities that

can be deployed to win


Myth #3 Winning requires bold investment in transformation.


4

7%

11%

6 5 3 1 2

There is a clear return on digital investment


Level of digital investment

Significant digital

investment1

Little digital

investment

EBIT growth

Revenue growth

1 Assumes that investment is digital is proportional to level of disruption achieved

Impact of digital boldness on Revenue and EBIT

% growth


But investment needs to be selective – only half the firms are making a clear return on capital invested in digital

1 Assumes average cost of capital of 10%


51

24

25

Negative ROI

ROI is more than

cost of capital

ROI is less than

cost of capital1

Digital initiatives ROI

Percent of companies


Myth #3 Winning requires bold investment in transformation.

• Prioritise digital and make bold

strategic investments to win

• Be selective on investments to ensure

healthy return on capital


Myth #4 Agility is the best strategy.


Many firms are starting to consider the Spotify agile model

Agile model Traditional model

DevOps

Design

Mortgage

origination

CEO CEO

• Siloed teams with management

overhead struggle to react

quickly to changes in the

market

• Cross-functional teams with end-

to-end ownership, closer to

customer and adapt quickly

Current

accounts

19 McKinsey & Company SOURCE: Operator website; Annual report; Press search

% of digital revenues

14 13

46% 47%

2015

30%

12 11 2010

42% 35% 32%

Example acquisitions

Why strategy was important

• Extreme pace of market

disruption would have made a

purely organic agile response

ineffective

• Strategy allowed identification

of high potential segments,

e.g., B2B & services

What they did

Divested 4 physical

businesses & acquired 22

digital ones

DMGT/Daily Mail predicted the acceleration of physical media disruption


Myth #4 Agility is the best strategy. • A clear digital strategy is critical to set

direction, agility is important in

realising goals


Myth #5 Building new businesses is better than reshaping old ones.


There are multiple options

Approach Description Example

Brownfield

start-up

Create independent

start-up

Acquire and

integrate Acquire new digital

capabilities and

integrate into existing

operations

Transform the

core

Internal

organisational

change

Rebalance

portfolio

Rebalance from

declining to growing

segments

Why this approach was ideal…

Allow truly disruptive behaviour

while benefiting from parent

company resources

Enable rapid scale up of digital

capabilities and targeting on non-

traditional demographics

Leverage key assets such as

existing customer base and core

banking systems

Change strategic direction of

entire company and exit

underperforming businesses


Myth #5 Building new businesses is better than reshaping old ones. • Choose the right transformation

approach


Myth #6 CEOs must lead the digital agenda.

25 McKinsey & Company SOURCE: Operator website; Annual report; Press search

Schibsted was

competing in a

shrinking market…

But there are many successful cases where the CEO is not leading

• Industry-wide newspaper

print ad revenues

decreased by 36% or

$16bn (2009-14)

…when their Digital

Transformation EVP led

a major initiative…

• Invested ~EUR 2.5 bn into online

business

• Acquired mature digital

companies to enter new markets

…to transform them

into a global digital

media & advertising

player

• Grew online classified revenue to

EUR 543m

• Increased presence across 44+

countries


Evidence suggests that non-CEO support may be even more critical to program success

0.51 0.49 0.480.44

0.40

0.510.55

CIO CDO CFO BU head Board of

Directors

CEO CMO

Correlation of executive support and digital success1


1 Success defined as top quartile based on digital ROI, Revenue and EBIT


Myth #6 CEOs must lead the digital agenda. • Digital needs a clear leader, but

does not always have to be CEO

• Digital is always a team effort –

top team must be fully aligned


Myth #7 Culture change is critical.


Different culture styles – Core vs new business

Customer acceptance unclear

"Trial and error"

"Learning by doing"

Experimenting

Flexibility

Creative approaches

Developing new businesses

Customer usage/segments known

Proven processes

Scale effects and experience

Efficiency

Focus

Established approaches

Growing the core

Foundations – Organizing for Digital

2 different leadership styles

and different KPIs required


Myth #7 Culture change is critical. • Culture is one of the biggest barriers to

digital transformation

• Culture change starts with senior leaders


7 Myths - Proven or Disproved?

Digital is disrupting every sector 1

3 Winning requires bold investment in

transformation

7 Culture change is critical

2 Disruptors have the upper hand

4 Agility is the best strategy

5 Building new businesses is better

than reshaping old ones

6 CEOs must lead the digital agenda


Marketing & Sales 4.0

Digital frontend

processes

Integrated physical

and digital experience

Digital marketing and

social media

Omni-channel

Customer relationship and

lifecycle management

…

Advanced commercial

model

Operations 4.0

Digital support

functions, e.g., HR

Digital and Open

Innovation

Product Design

Predictive

maintenance

End-to-end digitization

Digital procurement

Digital manufacturing

…

Automation

SOURCE: Digital McKinsey

What you can take away – if you have a photographic memory

Data security

Big data and advanced

analytics

System and data archi-

tecture (2-speed IT)

Devices

Technology Organization and culture

2-speed org: agility

and waterfall

Culture: cross-functional

and flat hierarchies

Digital talent

Partner management

Connectivity

Thinsk about step-outs - examples

Digital agriculture

Distributed energy

Connected

home/building

Digital commerce

Connected car and

autonomous driving

E-government and

e-education Industry 4.0

Digital logistics Digital media and

entertainment

Digital banking/FinTech and Digital insurance

Digital patient and

e-health

Smart city/

infrastructure Build new

ecosystems

Develop

business

architecture

Strengthen

foundation


What can you take away – for people like me


You need to

take action on

digital

immediately

1

Get the

strategy and

organisational

structure right

before you

start spending

2

Make sure you

get wide C-

level support

(including the

CEO)

3

Culture

change is non-

negotiable

4

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