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If one does not know to which port one is sailing, no wind is favorable.
Seneca
a system & management consulting firm
PRESENTATION
“Kubernesis” comes from the Greek “κυβερνητική”, which means steering with a rudder (Plato). As it was used figuratively to refer to the management of human activities, it gave birth to the term government (1 Corinthians 12:28).
Centuries later, in 1834, the pioneer of electricity André-Marie Ampère used its literal translation – cybernetics – to refer to the art of governing men.
In 1947, Norbert Wiener used the etymology of the term and gave it its modern meaning: the study of control and communication processes and their regulation in living beings, in machines and in sociological and economic systems. Cybernetics studies, represented by the Macy Conferences (1942-1952), gave birth to numerous scientific breakthroughs: artificial intelligence, robotics, algorithmics. They paved the way for the development of computer science and digital technology (cybersecurity). They also influenced science fiction (cyborgs).
Roots
Based on this etymological heritage, Kubernesis is an information systems and business management consulting firm. Kubernesis guides companies regarding strategic, organizational, managerial and technological choices. It helps them steer projects and, on a larger scale, guide them in their transformation, making sure they make the right journey.
Kubernesis intervenes during key steps of business transformation, using a proven methodological approach – the McKinsey’s 7S – that considers both people (management) and systems (technology).
Schema of the 7s - McKinsey
A contemporary basis
In 2005, he became a Senior Vice President at Orange Business Services, the French leader in global communication services. After leading the reconfiguration of the IT organization of France Telecom Group as Chief Information Officer, he became responsible for Orange’s activities with SoHo and SME’s on a national basis.
In 1997, he was appointed Executive Assistant to the Chief Executive Officer of IBM Global Services. At the time, he led the merger of the 8 companies that made up IBM’s service division in IBM Global Services. He became responsible for several operating units regarding consulting, systems integration and outsourcing.
In 1989, a graduate of French Polytechnique school, Laurent Kocher started working as a sales engineer for IBM France. He was first responsible for customers in the social field, and then for the Ministry of Finance.
From 2011 to 2013, Laurent Kocher was the Chief Executive Officer of Atos France. He led the reorganization of the Group’s French activities.
He then managed the digital transformation of Keolis Group as Marketing, Innovation and Services Executive Vice President from 2014 to 2018 and as “New Mobilities” Executive Vice President from 2018 to 2020.
A senior leader
Values
Offering innovative products and services by taking advantage of technological inventions to improve performance and collective effectiveness.
Having a winner mindset, acting with a sense of urgency and working as a team with self-discipline, respect and mutual trust.
Placing technology and organizations in the service of human communities made up by employees, customers and shareholders and preserving the planet for future generations.
Simplifying and optimizing the way companies work thanks to a diagnosis of all of their performance levers – the 7S.
INNOVATION AT HEART
AIMING FOR EXCELLENCE
MASTERING COMPLEXITY
HUMAN FIRST
OFFER
Tailor-made solutions to your transformation issues.
Digital transformation marks a major shift in History, following the Agricultural Revolution in the Neolithic Age, the Industrial Revolution in the 19th century and the development of services in the 20th century.
Digital transformation means:
Offering customers use rather than possession, thus providing services instead of products.
Letting customers become co-producers of data and service, knowing them intimately – as numerous as they may be – and presenting them a customized offer and interaction.
Offering them a simple and exclusive experience.
Relying on the “third platform”: Social, Mobile, Analytics and Cloud.
Maximizing the use of available assets in the company and with its customers.
Creating a platform company and taking advantage of its network effects to gain increasing returns.
Two sided market interaction
cf. JC. Rochet. et. J.Tirole - Nobel prize in economics, 2014 "two sided market an overview" - MIT, 2004
Beliefs
Services
References
CHALLENGE
As new players emerge in the transportation sector, Keolis must expand its offer and anticipate technological revolutions.
ACHIEVEMENTS
A strategy regarding new means of transports was defined. A service division named Kisio was created and 4 strategic initiatives were launched. A structuring partnership with new players was developed.
RESULTS
A unique consulting offer based on big data (analysis of mobile GPS coordinates) was designed. 100,000 km were travelled, and 150,000 people were transported thanks to autonomous shuttles.
CHALLENGE
As Orange Business Services is facing “commoditization” and the decline in value of its telecom offer, the company must develop a service activity to keep their customers interested and ensure profitable growth.
ACHIEVEMENTS
An international service activity was started. Processes were industrialized and 4 service companies were bought in France and in India.
RESULTS
The 6th largest French tech company was founded in 4 years. The turnover doubled and the operating margin was increased by 10 points.
CHALLENGE
Being a pioneer in the use of advanced technologies to deploy innovative services.
ACHIEVEMENTS
The most promising technology was identified and selected. A structuring partnership was established based on a preferential cooperation agreement, minority interest and shared governance (strategic advisory board).
RESULTS
Ten real time on-demand shared transportation projects relying on a new SaaS technology platform were deployed on 3 continents (USA, France, Australia).
CHALLENGE
Reducing new products’ time to market by speeding up IT development. Increasing the availability of systems and reducing costs.
ACHIEVEMENTS
The CIO role was aligned with core business lines. APIs were used to re-urbanize information systems. Facilities were modernized and standardized, and data were transferred to the Cloud.
RESULTS
IT development time was reduced by 40 %. Availability of information systems for users was increased by 15 points. Costs were reduced by 15 %.
For more informations download our brochure :
CONTACT
Laurent Kocher
President
+ 33 (0)6 75 50 15 99
3 boulevard Jean Jaurès
92 100 Boulogne Billancourt
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