Benedikt BENENATI Vice-Président Digital Communications, Renault [vc_btn title= »Download the article » style= »outline » color= »blue » align= »right » i_icon_fontawesome= »fa fa-file-pdf-o » add_icon= »true » link= »url:http%3A%2F%2Fconfrontations.org%2Fwp-content%2Fuploads%2F2016%2F07%2FInterface-105-EN_Renault.pdf||target:%20_blank »] For Renault, as for any large company, the question is not “should we accept a digital transformation? » but “how can we go about it?” Recruiting data scientists and big data specialists is of course a priority for Renault, but for the digital transformation to be successful such skills are not enough. We need to change the way we work, and Renault has understood this. Going forward, leaders will play a key role in encouraging collaboration and cross-functionality in a traditionally hierarchical and vertical system. The challenge lies in giving employees an opportunity to learn from first-hand, structuring experiences of sharing, peer-to-peer networks, crowdsourcing and open innovation. Although these are abstract concepts, they are epitomes of our new digital world. IMPORTANCE OF « SOFT » Increasingly, managers are recognising the importance of “soft” stuff,
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