So I hope you guys have enjoyed the ICO. I'm now with Moundir Rachidi. Moundir is our leader for the ICO project. So Moundir, maybe let me ask with a simple question. Why do we need an ICO? >> ICO is at the core of something very important happening in the world, which is the fourth industrial revolution. And it's not science fiction, it's happening today. Why is it revolution? Because it's bringing huge impacts for companies. Impacts in productivity and cost, at levels of 15 to 20% reduction, which is huge and it's changing a lot of competitive shape. But also something very important, these technologies are bringing new ways of doing production, because it can help to do flexibility. We can manage the same operations, with the same operations much more complexity than before, so we have also to change our way of doing, because this revolution, it's bringing a lot impact, but it's complex. It's complex why? Because the revolution is not one single technology, is not augmented reality, or 3D printing, or big data and analytics. It's the link of these technologies, so it's very complex. And it's also new jobs, data scientists, cyber security experts, robot managers. So how you do when you're an industrial? You need to test. You need to train. You need to learn, and you need to be inspired and to want to do it, to have your teams willing to do it. ICO, this is the target of the ICO. This is why we wanted to change our way of doing consultancy, by having new ways of doing slides. And our new way of doing slides is production lines, where we implement these technologies, we see what is the impact. We test them. We see what are the hurdles. What are the conditions for success, and which is the impact on people, because more than ever people are the core of this revolution. >> And if I think in a context of industrial that has a legacy plan, that has been using a set of technology in the last 30, 40, 50 years. Where do I start that change? Where should I start implementing some of those technologies? >> Yeah, thanks for the question, very important one, indeed. First, this revolution, it's revolution, because it's happening. These technologies can be implemented in the existing operation. It's not necessarily new, and this is why it's revolution. It's not that the previous revolutions. We knew when we introduced electricity, our computers, we introduce them on existing operations. We didn't need new ones, of course, you can have new plans, or new [INAUDIBLE], or construction fields, but also it's in existing mind. It's the same for this revolution. So where to start? It's like any revolution, I would say. You need to start from the basics, from where is the improvements, and there are two types of improvements. First, you have when you're an industrial company, you have usually a lot of pain points that you don't solve, that your teams are struggling with. Now, you need to prioritize, or re-prioritize, those pain points, and the technologies might be able to help you, and to help your teams, to execute faster. So this is the first thing, is solving the pain point. The second thing, you might have as an industrial, areas where the performance is stagnating since many years, also, you need to wonder if these technologies can open new frontiers to you in an easy way. And this is how to start. And perhaps, there is a third one, not to be neglected. These technologies can help you simplify your daily life, your administrative tasks. All the non value add that are disturbing your teams in the industrial world, that are preventing them from doing problem solving and continuous improvements. >> And I know that you have worked with so many clients and visitors of the ICO. When you see what's their journey, where they are starting right now, and when you see their ambition, what do you think is the hardest thing to do? You mentioned talent. You mentioned analytics. You mentioned change in the the way you think about technology, combine it. What it the hardest thing? >> It's again, like for the previous revolutions, the blocking point is often people. People like the opportunity, but people are also a bit sometimes the blocking point. And they are the blocking point often with the mindset. Because sometimes, people think that these technologies, they don't know them that much. Or they might be sometimes, in some cases, or some countries might be a bit afraid from these technologies. So the first thing, is not to be afraid. You need to test. Don't be afraid. It's like in the past. We were all afraid with electricity, with engines, with computers. But, is there any operations that is surviving today that doesn't have electricity, or that doesn't have computers? No, did the world progress after these revolutions? Of course, the world never than before, more educated people, people living better. This technology will help to improve these things. But of course, something very important, people need to be a bit open minded and to test these things. One important thing to make this work well is that the top management need to consider this as a strategic move, and this industrial for the zero revolution, is not something only for geeks, or for technology people. This is something impacting, again, the shape of competitiveness. Therefore, it needs to be integrated in the strategies of the companies. And this is why it's a CEO topic. >> So Moundir, I loved how you linked it all back to the human element, to the CEO, to the last employee being aligned to what needs to be done, and daring to change things and try new ways of doing it. In our next module, we are actually going to talk about that, how a company should organize at all levels to get started. Thanks a lot for having us for the ICO, and thanks for that great talk. >> Welcome, with pleasure.
