Three trends are gradually pushing industrial organizations away from marketing products and toward marketing functions. And this “functionalization” has important consequences in terms of business model, management, and technological choice.<\/h3>\n
To anticipate the (r)evolutions that will affect organizations in the medium or long term, one must identify the underlying trends that are transforming the environment in which these organizations operate. Only those whose structural characteristics are in line with this new environment will survive and develop. These companies are called open organizations, and they have a common feature: functionality.<\/p>\n
The functional enterprise is a company, often industrial, which markets not a product, but a function. Such a company no longer sells a product that allows the customer to satisfy a need\u2014it sells the very satisfaction of that need. The most famous French example is Michelin Fleet Solution. As part of this offer, Michelin no longer sells tires, but kilometers traveled. The company remains the owner of the tires; it is responsible for their installation and maintenance.<\/p>\n
Functionality is one of the keys to future survival for organizations. And three basic trends push them in that direction.<\/p>\n
1.\u00a0Servicization<\/h4>\n
Functionality is the culmination of the process of making corporations more service-oriented\u2014call it “servicization.” The term refers to the tendency of companies to package additional and complementary services with the products they market because of the increasing competition they face. The functional enterprise goes after this logic: it abandons the marketing of products as such, retains ownership of the good it produces, and sells its use. The former CTO Airbus Group explained to us that in the future, Airbus would sell no more aircraft, but instead would sell “the Airbus experience.” Certainly, in the “Airbus experience,” there is always an underlying convenience\u2014 the plane\u2014but a set of services for the downstream value chain (for airlines, airports, passengers, etc. .) is proposed along with it.<\/p>\n
2.\u00a0Digital transformation<\/h4>\n
The trend toward digital transformation is also a vector of cultural transformation, accelerating the transition from servicization to functionalization: digital players understand the importance of a simple and integrated user experience. They put the customer experience at the center of their strategy. Thus, it becomes more and more inconceivable for users to be confronted with a conventional business that would not provide a perfect experience. Only the functional enterprise allows the user to obtain such a service. The figure above represents the degree of functionalization, and therefore of user-centricity, of a company:<\/p>\n \u2013 The companies of the inner circle market a product, for example a car.<\/p>\n \u2013 Companies in the second circle offer a range of services in addition to the product to differentiate and maximize user satisfaction: car with integrated navigation, predictive maintenance calculating the number of kilometers before the technical control, etc.\u00a0In our terminology, they are\u00a0service companies.<\/p>\n \u2013 The companies in the outer circle are the functional enterprises, which have pushed the process of servicization even further: they no longer sell cars, but they rent out their use. They sell the function, while producing the vehicles in question.\u00a0In order to\u00a0maximize the satisfaction of the user, the functional enterprise, unlike the service company, integrates economic efficiency for the user.<\/span>\u00a0The functional company takes into account the fact that selling a vehicle that is parked 90% of the time is a waste of resources. By marketing the function and not the product, it incorporates this parameter into its business model.<\/span><\/p>\n Digital transformation is also accelerating the functionalization of companies as a technological enabler (“enabler”): connected objects are used to capture data that, once analyzed, make it possible to offer services such as predictive maintenance or maintenance. to achieve increased operational excellence.<\/p>\n Ecological constraints also force more and more organizations to become functional. As natural resources become scarce, functionalization is one of the ways for an organization to optimize resources. By changing perspective, remaining the owner of the product, and starting from the intention to satisfy needs\u2014since the product itself is no longer the best way to sell a product\u2014the functional company is encouraged to design the most robust products possible and optimize their use (for more information, read “How to create more sustainable business models”). Thus, the Bollor\u00e9 group has an interest in doing everything to maximize the use of Autolib’ cars, in Paris.<\/p>\n In doing so, the functional enterprise frees itself from the dilemma faced by all other companies: that of having to choose between creating a product that will last ten years but that will be more expensive and sold in smaller quantities, and a product that will last only five years, cheaper but sold in larger quantities. The functional enterprise aligns its interest much more clearly with that of its customers. Michelin has every interest in creating the toughest tires possible. In the same way, Safechem\u2014which no longer sells chlorinated solvents to degrease metal parts, but degreasing itself\u2014is thereby encouraged to minimize the amount of solvents used in this process. In incentive theory, it is said that the company is the residual claimant of the improvements that it can implement\u2014that is to say, it derives all the benefits.<\/p>\n The functionalization of companies has consequences in terms of business model, management, and technological choices. As functional companies sell the function rather than the underlying product, the business model is profoundly transformed, in particular changing the cash flow. In addition, new roles emerge in the functional enterprise, such as product owners, who exist at the crossroads of business, technology, and design. In addition, the functionalization of companies requires new managerial practices: the teams are small, agile, and multidisciplinary, like digital players. Finally, unlike the traditional company, which sells a product and thus has a strong incentive to generate planned obsolescence, the functional company has an incentive to maximize the life of the underlying product, since it owns that product. The choice to create a functional enterprise, therefore, has important consequences for the underlying technologies.<\/p>\n Even if the future of a business seems to be a functional enterprise, we must expect to see what economists call a moral hazard: users who do not own the product underlying the function tend to be less cautious exercising the function. This problem, which accelerates the degradation of the product, is not yet completely solved … But we are willing to bet that solutions will emerge.<\/p>\n [\/et_pb_text][et_pb_post_nav _builder_version=”3.14″ prev_text=”Previous article” next_text=”Next article” in_same_term=”on” background_color=”#3d59a1″ title_font=”|800|||||||” title_text_color=”#ffffff” title_font_size=”15px” custom_padding=”10px|10px|10px|10px” border_radii=”on|5px|5px|5px|5px” border_width_all=”1px” border_color_all=”#3d59a1″ saved_tabs=”all” custom_margin=”30px|||” global_module=”8506″ \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":" The functionalization of companies has important consequences in terms of business model, management and technological choice.<\/p>\n","protected":false},"author":2,"featured_media":6693,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":" Pour anticiper les (r)\u00e9volutions qui toucheront les organisations \u00e0 moyen ou \u00e0 long terme, il faut identifier les tendances de fond qui transforment l\u2019environnement dans lequel \u00e9voluent ces organisations.\u00a0Seules celles dont les caract\u00e9ristiques structurelles sont en ad\u00e9quation avec ce nouvel environnement pourront survivre<\/a>\u00a0et se d\u00e9velopper. Ces entreprises,\u00a0les organisations ouvertes<\/a>, ont une caract\u00e9ristique commune\u00a0: la fonctionnalit\u00e9.<\/p> L\u2019entreprise fonctionnelle est une entreprise, souvent industrielle, qui commercialise non pas un produit, mais une fonction. Une telle entreprise ne vend plus un produit qui permet au client de satisfaire un besoin, mais la satisfaction de ce besoin. L\u2019exemple fran\u00e7ais le plus fameux est celui de Michelin Fleet Solution. Dans le cadre de cette offre, Michelin ne vend plus des pneus, mais des kilom\u00e8tres parcourus. L\u2019entreprise s\u2019occupe de la pose des pneus, dont elle reste propri\u00e9taire, et de leur entretien.<\/p> La fonctionnalit\u00e9 est une des cl\u00e9s pour que les organisations puissent\u00a0survivre au futur<\/a>. Et trois tendances de fond les y poussent.<\/p> La fonctionnalit\u00e9 est l\u2019aboutissement du processus de servicisation des entreprises. Ce terme d\u00e9signe la tendance qu\u2019ont les entreprises \u00e0 proposer des services suppl\u00e9mentaires et compl\u00e9mentaires aux produits qu\u2019elles commercialisent, en raison de la concurrence croissante \u00e0 laquelle elles doivent faire face. L\u2019entreprise fonctionnelle va au bout de cette logique\u00a0: elle abandonne la commercialisation des produits en tant que tel, garde la propri\u00e9t\u00e9 du bien qu\u2019elle produit, et en vend l\u2019usage. L\u2019ancien CTO d\u2019Airbus Group nous avait ainsi expliqu\u00e9 que, demain, Airbus ne vendrait plus d\u2019avions, mais \u00ab\u00a0l\u2019exp\u00e9rience Airbus\u00a0\u00bb. Certes, dans \u00ab\u00a0l\u2019exp\u00e9rience Airbus\u00a0\u00bb, il y a toujours une commodit\u00e9 sous-jacente \u2013 l\u2019avion \u2013, mais un ensemble de services pour la cha\u00eene de valeur en aval (pour les compagnies a\u00e9riennes, les a\u00e9roports, les passagers, etc.) est propos\u00e9 avec elle.<\/p> La transformation digitale<\/a>\u00a0est aussi un vecteur de transformation culturel acc\u00e9l\u00e9rant le passage de la servicisation \u00e0 la fonctionnalisation\u00a0: les acteurs du num\u00e9rique ont bien compris l\u2019importance de l\u2019exp\u00e9rience utilisateur simple et int\u00e9gr\u00e9e. Ils mettent donc\u00a0l\u2019exp\u00e9rience client<\/a>\u00a0au centre de leur strat\u00e9gie. Ainsi, il devient de plus en plus inconcevable pour les utilisateurs d\u2019\u00eatre confront\u00e9s \u00e0 une entreprise classique qui ne fournirait pas une exp\u00e9rience parfaite. Seule l\u2019entreprise fonctionnelle permet \u00e0 l\u2019utilisateur d\u2019obtenir un tel service. La figure ci-dessus repr\u00e9sente le degr\u00e9 de fonctionnalisation, et donc de \u00ab\u00a0user-centricity\u00a0\u00bb, d\u2019une entreprise\u00a0:<\/p> \u2013 Les entreprises du cercle int\u00e9rieur commercialisent un produit, par exemple une voiture.<\/p> \u2013 Les entreprises du second cercle offrent un panel de service en plus du produit pour se diff\u00e9rencier et pour maximiser\u00a0la satisfaction des utilisateurs<\/a>\u00a0: voiture avec navigation int\u00e9gr\u00e9e, maintenance pr\u00e9dictive calculant le nombre de kilom\u00e8tres avant le contr\u00f4le technique, etc. On parle alors d\u2019entreprise servicielle.<\/p> \u2013 Les entreprises du cercle ext\u00e9rieur sont les entreprises fonctionnelles, qui ont pouss\u00e9 le processus de servicisation encore plus loin\u00a0: elles ne vendent plus de voitures, mais elles en louent l\u2019usage. Elles vendent la fonction, tout en produisant les v\u00e9hicules en question. Toujours pour maximiser la satisfaction de l\u2019utilisateur, l\u2019entreprise fonctionnelle, contrairement \u00e0 l\u2019entreprise servicielle, int\u00e8gre l\u2019efficacit\u00e9 \u00e9conomique pour l\u2019utilisateur. L\u2019entreprise fonctionnelle prend en compte le fait que vendre un v\u00e9hicule qui reste gar\u00e9 90% du temps est une perte de ressources et, en commercialisant la fonction et non le produit, elle int\u00e8gre ce param\u00e8tre dans son business model.<\/p> La transformation digitale acc\u00e9l\u00e8re aussi la fonctionnalisation des entreprises en tant que catalyseur technologique (\u00ab\u00a0enabler\u00a0\u00bb, en anglais)\u00a0:\u00a0les objets connect\u00e9s<\/a>\u00a0permettent de capter des donn\u00e9es qui, une fois analys\u00e9es, permettent d\u2019offrir des services tels que la maintenance pr\u00e9dictive ou d\u2019obtenir une excellence op\u00e9rationnelle accrue.<\/p> La contrainte \u00e9cologique oblige \u00e9galement de plus en plus les organisations \u00e0 devenir fonctionnelles. Alors que les ressources naturelles se rar\u00e9fient, la fonctionnalisation est l\u2019un des moyens, pour une organisation, d\u2019optimiser les ressources. En changeant de perspective, en restant propri\u00e9taire du produit et en partant du besoin \u00e0 satisfaire \u2013 et non plus du meilleur moyen de vendre un produit \u2013 l\u2019entreprise fonctionnelle est incit\u00e9e \u00e0 concevoir les produits les plus robustes possibles et \u00e0 optimiser leur utilisation (lire aussi la chronique\u00a0:\u00a0\u00ab\u00a0Comment cr\u00e9er des business models plus durables\u00a0\u00bb<\/a>). Ainsi, le groupe Bollor\u00e9 a int\u00e9r\u00eat \u00e0 tout faire pour maximiser l\u2019utilisation des voitures Autolib\u2019, \u00e0 Paris.<\/p> Ce faisant, l\u2019entreprise fonctionnelle se lib\u00e8re d\u2019un dilemme auquel font face toutes les autres entreprises\u00a0: celui de devoir choisir entre un produit qui durera 10 ans mais qui sera plus cher et vendu en moindre quantit\u00e9, et un produit qui ne durera que 5 ans, moins cher mais vendu en plus grande quantit\u00e9. L\u2019entreprise fonctionnelle aligne de mani\u00e8re bien plus claire son int\u00e9r\u00eat sur celui de ses clients. Michelin a ainsi tout int\u00e9r\u00eat \u00e0 cr\u00e9er les pneus les plus robustes possibles. De la m\u00eame mani\u00e8re, Safechem, qui ne vend plus de solvants chlor\u00e9s pour d\u00e9graisser les pi\u00e8ces m\u00e9talliques, mais le d\u00e9graissage en lui-m\u00eame, est alors incit\u00e9e \u00e0 minimiser la quantit\u00e9 de solvants utilis\u00e9s dans ce processus. En th\u00e9orie des incitations, on dit que l\u2019entreprise est le \u00ab\u00a0residual claimant\u00a0\u00bb (\u00ab\u00a0cr\u00e9ancier r\u00e9siduel\u00a0\u00bb) des am\u00e9liorations qu\u2019elle peut mettre en place, c\u2019est-\u00e0-dire qu\u2019elle en retire tous les b\u00e9n\u00e9fices.<\/p> La fonctionnalisati\non des entreprises a des cons\u00e9quences en termes de businesss model, de management et de choix technologiques. Dans la mesure o\u00f9 les entreprises fonctionnelles vendent la fonction plut\u00f4t que le produit sous-jacent, le business model est profond\u00e9ment transform\u00e9, modifiant notamment les flux de tr\u00e9sorerie. En outre, de nouveaux profils font leur apparition dans l\u2019entreprise fonctionnelle, comme les \u00ab\u00a0product owners\u00a0\u00bb, \u00e0 la crois\u00e9e du business, de la technologie et du design. Par ailleurs, la fonctionnalisation des entreprises suppose de nouvelles pratiques manag\u00e9riales\u00a0: les \u00e9quipes sont petites, agiles et multidisciplinaires, \u00e0 l\u2019image des acteurs du num\u00e9rique. Enfin, contrairement \u00e0 l\u2019entreprise classique vendant un produit et donc ayant une forte incitation \u00e0 g\u00e9n\u00e9rer de l\u2019obsolescence programm\u00e9e, l\u2019entreprise fonctionnelle a quant \u00e0 elle int\u00e9r\u00eat \u00e0 maximiser la dur\u00e9e de vie du produit sous-jacent, puisque c\u2019est elle qui le poss\u00e8de. Le choix de l\u2019entreprise fonctionnelle a donc des cons\u00e9quences importantes quant aux technologies sous-jacentes.<\/p> M\u00eame si le futur de l\u2019entreprise semble \u00eatre l\u2019entreprise fonctionnelle, il faut s\u2019attendre \u00e0 voir \u00e9merger ce que les \u00e9conomistes appellent l\u2019al\u00e9a moral\u00a0: les utilisateurs ne poss\u00e9dant pas le produit sous-jacent \u00e0 la fonction ont tendance \u00e0 \u00eatre moins pr\u00e9cautionneux avec celui-ci. Ce probl\u00e8me, qui acc\u00e9l\u00e8re la d\u00e9gradation du produit, n\u2019est pas encore compl\u00e8tement r\u00e9solu\u2026 Mais gageons que des solutions verront le jour.<\/p> \u00a0<\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[2],"tags":[547,695,1225,1239],"_links":{"self":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/5336"}],"collection":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/comments?post=5336"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/5336\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media\/6693"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media?parent=5336"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/categories?post=5336"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/tags?post=5336"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\n<\/a>![\"user](\"\/wp-content\/uploads\/2018\/02\/user-centricty-presans-EN-300x215.jpg\")
<\/a><\/p>\n3. Ecological constraints<\/h4>\n
Article co-\u00e9crit par Albert Meige et Nicolas Chanut, publi\u00e9 ant\u00e9rieurement\u00a0dans Harvard Business Review France<\/a>.<\/pre>
Trois tendances font progressivement passer les organisations industrielles de la commercialisation d\u2019un produit \u00e0 la commercialisation d\u2019une fonction. Et cette \u00ab\u00a0fonctionnalisation\u00a0\u00bb a des cons\u00e9quences importantes en mati\u00e8re de business model, de management et de choix technologique.<\/h3>
1. La servicisation<\/h4>
2. La transformation digitale<\/h4>
![\"\"](\"https:\/\/open-organization.com\/wp-content\/uploads\/2018\/02\/user-centricty-presans-300x215.jpg\")
<\/a><\/p>3. La contrainte \u00e9cologique<\/h4>
![\n<\/a>](\"\/wp-content\/uploads\/2018\/02\/Functional-Enterprise-Presans.png\"){kind=link}