Light Footprint Management in a VUCA World -

Charles-Edouard Bouée
(Chief Executive Officer & President Asia)
Barcelona, 30th June 2015
Light Footprint
Management in a
VUCA World

2MAD-90015-114-01-E-7.pptx
A. We live in a VUCA world 3
B. The Light Footprint approach 22
C. The path to Light Footprint Management 30
Contents Page
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not be passed on and/or may not be made available to third parties without prior written consent from Roland Berger Strategy Consultants. RBSC does not assume any responsibility for the completeness
and accuracy of the statements made in this document.
© Roland Berger Strategy Consultants

3MAD-90015-114-01-E-7.pptx
We live in a VUCA world
A.

4MAD-90015-114-01-E-7.pptxSource: Roland Berger Strategy Consultants
15 years ago at the US
Army War College, future
US Army generals were
"told time and again that
they are preparing for
leadership roles in a world
that is violent, uncertain,
complex, and ambiguous"
Constant flows of uncontrollable events (natural catastrophes, crises)
Challenge to plan long term, standardise actions and stay competitive
V …Volatile
Growing density and volatility of events complicate forecasting
Difficult to make firm long-term plans (e.g. precise budgeting)
U …Uncertain
Non-linear interactions and blurry causal relations tough to grasp
Hard to manage data, target appropriate actions and control impact
C …Complex
Cause and effect no longer clear, blurry line between allies and enemies
Difficult to clarify meanings, protect your strengths and generate trust
A …Ambiguous
We all live in a VUCA world
VUCA

5MAD-90015-114-01-E-7.pptx
Today our economy faces very high volatility
Source: IMF, Bloomberg, Roland Berger Strategy Consultants
Volatility
DOW JONES
[index value]1)
EUR/USD EXCHANGE RATE
[EUR/USD]1)
GLOBAL REAL GDP
GROWTH [%]
Dec 2005 Jul 2013
10,718
15,542
Highest
value
Oct 2007
14,165
+8,995
-7,618
1.60
Highest
value
Apr 2008
Dec 2006 Jul 2013
1.46
1.48
1.32
1.34
1.50
2012
3.2
2011
3.9
2010
5.1
2009
-0.7
2008
2.8
2007
5.4
2006
5.3
1.23
1.27
1.23
1) All values (except highest, lowest and latest) are end-of-month based; highest and lowest values are on daily basis
1.186,547Lowest value
Mar 2009
Lowest value
Jan 2006
1.32

6MAD-90015-114-01-E-7.pptx
A technological & a sociological revolutions are under way
A technological
revolution
Mobile internet /
democratization of
Smartphone
Potentially infinite storage
capacities – Cloud
M2M communication
Decrease of technologies
costs
A sociological
revolution
Faster and faster
penetration of new
technologies
Increasing success of
innovative business
models based on free
offerings
Expectation of immediate
and continuous availability
of services
Remote control of
our lives
Source: Roland Berger Strategy Consultants
Consumers are taking control

7MAD-90015-114-01-E-7.pptx
This new environment provokes brutal changes in consumer
habits
20
40
60
80
100
120
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Music
Computer games
DVD
Books
Printed newspaper
53
36
75
90
44
Source: PricewaterhouseCoopers LLP, Wilkofsky Gruen Associates, Roland Berger analysis
Illustration: US market [2003 – 2013 ; Base 100]- cultural goods illustration
iPod Mini
Jan. 2004
Feb. 2004
March. 2007
iPhone
Nov. 2007
Nov. 2006
Kindle
Nov. 2007
90
75
53
44
36
New consumer habits

8MAD-90015-114-01-E-7.pptx
Accessibility and adoption of new technologies are getting faster
and faster
Speed of penetration
2001 2002 2006 2007 2010 2012 2014
0,5
iPad
30
Netbooks
180
Blackberry
300
iPod
400
iPhone
75
2
iPad Mini
iPhone 6
Number of days to reach 1m units sold
Source: Morgan Stanley, Apple, Roland Berger analysis

9MAD-90015-114-01-E-7.pptx
Change is no longer linear but exponential
Linear vs. Exponential growth
Growth
Time
Linear
Exponential
Technological revolution – Exponential evolution
Source: Salim Ismail, "Exponential Organization"
The "6 Ds" of exponential
organizations
Digitized
Deceptive
Disruptive
Dematerialized
Demonetized
Democratized

10MAD-90015-114-01-E-7.pptx
The world follows an exponential growth path of digital options
Milestones in the digital option space
20051985 1990
Search engine
20101995
mp3
HTML
QR-code Open source
File sharing
E-Commerce
Smartphone
Open innovation
Streaming services
Gamification
Bitcoin
GPS on smartphones
Tablets
Crowd sourcing
Crowd funding
Micro blogging
Apps & app stores
Skype
Semantic web
NFC
Blogs
WLAN
Bluetooth
Online
auction
DVD
Linux VoIP
Online banking
Social networking
Free and open software
iOS
Android
E-Reader
E-Books
Video-on-demand
Cloud
UMTS
CD
E-mail
Personal computer
Remote
working
Individualization of search results
2000
Humanoid intelligence
Predictive analytics
Blue Tooth Low Energy
(BLE)
Big Data
Crowd investing
3D scanner
Augmented reality
3D print
Industry 4.0
Internet of things
Sensor technology
Robotics
Autonomous driving
Holographic displays
Smart city
Smart banking / Algo
banking
Smart everything
Smart car
Smart home
Quantum computing
Software defined
structures
Dark Web
Appification
Learning machines
Self organizing machinesWeb 1.0 Web 2.0 Web 3.0
Timeline of the
Digital Option Space2015
Technological revolution – Exponential evolution

11MAD-90015-114-01-E-7.pptx
Price of technologies, both digital and physical, is collapsing
Evolution of cost for equivalent functionalities [US $] – Illustration
Compute – 1 MM transistors Full body scan
Bandwidth – 1,000 Mps Smartphone
100
-100%
20142007
40,000
0,05
-95%
20122004
1.00
16
-99%
20131997
1,245
335
430
-22%
20132008
700
-99%
20132007
100,000
500
2006
10,000
2011
-95%
Drones3d printing
Source: KPCB; organizational organization; Roland Berger Strategy Consultants
Prices collapsing

12MAD-90015-114-01-E-7.pptx
Digital and new technologies are transforming all industries with
strong impact on jobs
Examples of disruptions in some industries
Source: Roland Berger analysis
Sociological revolution – Jobs transformation
Less people are
required to
produce the
traditional
services and
products
There is a need
to reinvent the
jobs of our team
> Sophisticated design software and visualization
> 3D printing
> Worldwide competition
> Internet
> Social media
> Mobile
> Self diagnosis
> e-health
> Deep learning
Disruptions
Construction
Doctors
Tourism

13MAD-90015-114-01-E-7.pptx
Europe did not succeed to take its fair share on the digital stage
– squeezed between USA and Asia
Market capitalization of Top 20 Internet companies [2014; Bn $; %]
Europe lagging behind
1 500 Bn $
300 Bn $
83%
of TOP 20 Internet
companies market value 17%
of TOP 20 Internet
companies market value
Market Capitalization of the
Top 20 Internet companies
USA
Asia
Europe
360

14MAD-90015-114-01-E-7.pptx
New players are changing deeply rooted habits over very short
timeframes in the West of Europe (America)…
Source: GAFAnomics
GAFA
Winning the
browser war in 4
years
> In 2008, Google decided to break into the browser market,
dominated by internet Explorer with +60% of market share
> Within only 4 years, Google Chrome reached +30% of market share,
overtaking internet Explorer
G
Creating the
tablet market in
80 days
> In 2001, Microsoft sold 300k units of its Windows XP Tablet within
1 year
> In 2010, Apple launched the iPad and sold 3,000k units within only
80 days
A
Capturing 16% of
your time in 10
years
> As of June 2014, Facebook reached 1.32 billion monthly active
users
> Facebook represented 16% of the total time spent online in the US
F
Replacing your
favorite grocer in
7 years
> Launched in 2007, Amazonfresh is already the preferred service for
e-grocery shoppers
> 39% of shoppers buy groceries on Amazonfresh, 28% at any grocery
retailers and 8% on other online retailers
A

15MAD-90015-114-01-E-7.pptx
… and in the East of Europe (Asia)
B
> Founded in 2000
> Leading Chinese language Internet
search provider
> Largest website in China, 5th largest
website
> Rmb 49 billion revenue in 2014
> Founded in 1999
> Largest Chinese e-commerce portal:
B2B, B2C and C2C sales services
> RMB 52.5 billion revenue in 2014
> One of the most valuable tech
companies in the world after raising
$25 billion from its U.S. IPO
> Founded in 1998
> Social network, web portals, and
multiplayer online games.
> QQ (instant messaging platform) is
the world's largest online
community at the time
> Rmb 78,9 billion revenue in 2014
A T
3
> Founded in 2005
> Internet security company : antivirus,
Web Browser, mobile Application store
> Challenger on search providing
M
> Founded in 2010
> World's 3rd largest smartphone
distributor : designs, develops, and
sells smartphones,
> +84% net profit in 2013
360
BAT + 3M

16MAD-90015-114-01-E-7.pptx
GAFA and new entrants are gradually disrupting all sectors
GAFA diversification overview
in-app
browsing
OS Browser Digital
content
media
CloudIC/Hard-
ware
Pay-mentCommu-
nication
HealthConnected
devices
App
store
Entertain-
ment
Internet
access
Automotiv
e

17MAD-90015-114-01-E-7.pptx
Until 2008
The wealth of nations
is produced by manual
and intellectual
workers
Competition is based
on the conquest of
new territories
Disruptive trends Coming world
The mastering of
future technologies
And the ability to
transform it into
financial power as the
main advantage.
The drivers of competition are shattered, both for countries and
companies
> Globalization
> Free capital
markets
> Ever widening
effects of new
technologies
> Rise of energy
costs
VUCA in a nutshell

18MAD-90015-114-01-E-7.pptx
The world is driven by mega trends, generating both challenges &
opportunities for all companies
Mega trends
T1. Changing demographics
T2. Globalization & future markets
T3. Scarcity of resources
T4. The challenge of climate change
T5. Dynamic technology & innovation
T6. Global knowledge society
T7. Sharing global responsibility

19MAD-90015-114-01-E-7.pptx
Recently, the world went from FLAT to FAST thanks to
'recombination' game
Source: Press research, Roland Berger analysis
From a flat to a fast world
East of Europe: WeChat West of Europe: UBER
Profile
timeline
Voice Messaging Photography
=
Location Traffic Logistics Payment
=
Inventory
Management
40
50
00
285
180
9210
42
2009 2011 2013 2015
4
Uber valuation
[USD Bn]
# of cities
covered worldwide

20MAD-90015-114-01-E-7.pptx
Corporate Players have shown limited ability to launch successful
disruptive digital business models
Corporate players could have played a key role
in Digital disruption of their markets …
However, their markets have been disrupted by
New Start-up Entrants (selected examples)
Role of Corporates in Digital Market disruptions
> … With direct visibility on usage trends and
customer demand to transform into (disruptive)
products & services
> … With large amounts of installed base,
infrastructure & data to be able to immediately fine-
tune offers and be the first and most relevant
> … With scale and breadth of operations, including
geographically, to rapidly amortize investments, turn
profitable and even lock the market for followers
> … but also Significant Legacy & Internal issues
which turn into lack of agility, gap between IT
capabilities & market reality, long project management
cycles, fear of cannibalizing the Core Business, difficulty
to deploy capital towards disruptive digital initiative, …
Consumer e-Commerce
Communication Services
Transportation
Hospitality
Source: Roland Berger

21MAD-90015-114-01-E-7.pptx
Data and storage have become the key issues for many companies
Source: Press research, Roland Berger analysis
Data vs. Cloud
CLOUD – Infinite & Instant Storage
> Off-premise form of computing that
stores data on the Internet for third
parties
> Use of data centers to house cloud
services and cloud-based resources
> Flexibility and cost optimization for
clients
DATA – The New Oil
> Data analysis to:
– Identify clients needs
– Refine the offer
– Develop customized offer to the
client
– Test innovative solutions/ offers
0,60,81,11,6
4,6
Sales in cloud [2014 ; Bn $]
> Use of internal of external IT
solution (e.g. data management
solutions developed by Stibo Systems)

22MAD-90015-114-01-E-7.pptx
The Light Footprint approach
B.

23MAD-90015-114-01-E-7.pptx
Given the widespread criticism of and increased difficulties faced by
companies, you may well ask: Has strategy lost its importance?
Management CRISIS
Around 75% of the world's biggest bankruptcies happened in the
past 5 years
Traditional management methods (e.g. lean management, enterprise
resource planning, shareholder value, activity-based costing) no longer
seem to be effective
Traditional management method actually started by accident in 1841 with
the creation of the multi-unit business enterprise (MUBE) organisational
structure – Does it represent the ultimate model?
LFP approach

24MAD-90015-114-01-E-7.pptx
> The arms race – A Darwinian evolution
– "To avoid war, prepare fully for it" (Sun Tzu)
– Merrimack vs. Monitor
– Submarines & ballistic missiles
> The military world inspires business
– The power of information
– From ARPANET to Internet
– From defence navigation satellites to GPS
> War is the most intense form of competition:
– Greatest potential gains
– No margin for error
– No limit on resources
– Time to prepare
> Focused on winning, military activ-ity serves as a
leading indicator of where the world is headed
Military
precursor
Military contest is the purest form of competition – Inspires business
management as a leading indicator of where the world is headed
LFP approach

25MAD-90015-114-01-E-7.pptx
The re-invention of the business model could be enabled through
the light footprint philosophy
The Roland Berger light footprint approach (LFP)
Source: Book "Light Footprint Management" by Charles-Edouard Bouée, Roland Berger Strategy Consultants
Light Footprint Approach
From US military light
footprint strategy - 2004
To business declination - 2014
Technophilia
& cybernomics
Drones, virus, centrally driven
information modification or
destruction, …
1
Full use of technology
Constant business model reinvention using
technological innovation (e.g. green
products) and big data (e.g. optimizing
cement flows within plant-market systems)
T
Special OPS
Dedicated experts with a global
reach to face complex situations
operations-base organization
units
2
Advanced organization
Creating a responsive organization through a
right balance between centralization and
decentralization organization, make or buy
strategy, project-based "agile" organization
units
O
Advanced operating modes
Secrecy
Alliances
Risk mitigation
3
Culture & attitude
Network of trusted partners through a
balance between openness (e.g. research
collaboration) and secrecy (own patents,
control over data) as well as professionalized
risk management
C

26MAD-90015-114-01-E-7.pptx
Light footprint development is already under way – Spanish
companies still need to unleash its potential
LFP application in the Spanish industry
Approach Application in the Spanish Industry
Source: Roland Berger industry experience
LFP maturity in Spain
FULL USE OF TECHNOLOGYT
> Data becoming more important and readily available (demand
forecasting, GPS-enabled truck dispatch management etc.) but
not used on a regular / standard basis
> Technological innovations in production process in Spain have
been limited to a selected number of players (Capex
limitations, no significant spend due to lack of critical mass)
ADVANCED ORGANIZATIONO
> Traditional organization prevalent
> Limited optimization of flows across country borders due to
lack of central or at least regional coordination and incentives
> Some pioneering adaptation of business model across several
industries (textile, banking, retail, telecom)
> Partnership models developing along the value chain
CULTURE & ATTITUDEC
> Strong culture of do-it-yourself/insourcing and localization
> Very few examples for outsourcing parts of the value chain –
except for operation of logistics
> Limited application of scenario planning / risk management

27MAD-90015-114-01-E-7.pptx
New "meta-winners" leverage a Light Footprint approach that
combines Technology, Organizational agility and Culture
The 8 Light Footprint principles
Technology
Culture
Organization
> (De)centralisation/
gemba power
> Strategus
> Minimise effects
or leverage them
> Quick reaction
> Physical : robots, 3D
printing, DNA, nano.
> Digital : data, cloud,
AI, …
> Element of surprise
> Control over disclo-
sure of information
> Autonomy
> Speed
> Multiple alliances
(clients, competitors, public
sector players)
> Knowledge economy
> Sharing economy> Open internal/external boundaries
> Web assets and liabilities
> Big and little data
Light
footprint
approach
LFP approach

28MAD-90015-114-01-E-7.pptx
An integrated
player: Complete
control over the supply
chain
2-4 weeks
Source: Harvard Business Review, public information, Roland Berger analysis
Agile organisation (2/2): Zara's agile supply chain
1
2
5
3
4
Zara is a pioneer of agile supply management, which it achieves
through a CENTRALISED/DECENTRALISED MIX in its organisation
Design
> All 200 designers work at HQ
"Closing" the value chain
> Trends are spotted in the field:
– Regular visits by designers to stores
– Store managers make suggestions,
designers instantly adapt
Sales
> Mostly owned outlets, with rigid order
timetable (twice a week) and price tags
> But store managers decide by
themselves which clothes to order
Production
> Production located in nearby countries
– Europe: 40% of production
> Limited outsourcing (~50%)
Logistics
> Managed from HQ
> Coordinated through Zara's distribution
centre: products shipped directly from
the distribution centre to shops in small
batches
> Time from the factory to the stores:
– Europe: 24 h
– US/Asia: 40 h
Marketing & advertising
> Very limited: few advert campaigns,
stores are the main marketing channel
> Marketing managers located at HQ
Centralisation Decentralisation Intersection of centralisation & decentralisation
Example – LFP native

29MAD-90015-114-01-E-7.pptxSource: Inditex, Harvard Business Review, Roland Berger
A "fast fashion" model
> Constant new
arrivals in stores
– New product
delivered to
stores twice a
week
Stores
> Shortened
delivery cycles
> Supply chain
flexibility
Supply
chain
> Sense of "buy now"
> More frequent visits
– Zara customers visit
stores 15-20 times/
year versus 4-5 for
competitors
Client
1
A trend follower rather than setter
> Be a trend-follower rather than a trend-setter to provide the customer with exactly
what she already wants
– Do not invest in trend-setting attempts (e.g. nearly no advertising)
– But spot trends as quickly as they emerge to follow consumer shifts: constant
information flows, interaction with store managers/designers
2
Responsiveness and time to market are the most crucial
elements
ZARA key facts
Creation 1974
EBIT [2012] EUR 2.23 bn
Headquarters Arteixo
Parent company Inditex
Stores 1,751
Net sales [2012] EUR 10.54 bn
Inditex turnover [EUR bn,
2008-2012]
10,58,98,17,17,5
+11%
2012
15.9
2011
13.8
2010
12.5
2009
11.1
2008
10.4
ZaraOther Inditex brands
Zara business model overview
Zara's "fast fashion" model is its key competitive advantage, making
AGILITY essential
Example – LFP native

30MAD-90015-114-01-E-7.pptx
C.
The path to Light Footprint Management

31MAD-90015-114-01-E-7.pptx
Light Footprint framework builds on new agility in serving customers,
dynamic operations and holistic anticipation of market evolution
LFP framework
Supply chainR&D Orga/ leadershipGo-to-marketManufacturing
Dynamic operations
efficiency
Agile
anticipation of
market evolutions
LFP business model
adapted to VUCA
23
Tailored value
proposition to
customers
1
> Customized products,
services and solutions
> Based on collaborative
customer relationship
> Flexibilization of cost base
> Reduction of asset base through
new ownership models
> Reliable market forecasts
> Dynamic integration of forecast in the business model
> Focus resources on unexpected demand change
Fulluseof
Technology
Culture&
Attitude
> Digitization
> Automation
> Data mgmt.
> Connectivity
> Emerging
technologies
> Openness
> Secrecy
> Collateral
damage/ risk
management
> New ways of
working
Advanced
Organization
> Special forces
> Empowerment
(central/
decentral)
> Alliances
> Extended
enterprise
> Agile/ flexible

32MAD-90015-114-01-E-7.pptx
LFP optimizes the whole value chain with multiple levers in its
three dimensions
Fulluseof
Technology
Culture&
Attitude
Ideas for light footprint levers (selection)
> Digitization
> Automation
> Data mgmt.
> Connectivity
> Emerging
technologies
> Openness
> Secrecy
> Collateral
damage/ risk
management
> New ways of
working
Supply chain
> Professional waste management
across borders to foster substitution
(regional collection, homogenization)
> Harmonization of IT, central data
analytics to support decentral mgmt.
decisions at plants)
> …
> Environmental & public policy
anticipation, lobbying and opportunity
creation (e.g., energy, CO2, recycling of
used materials, …)
> Global hedging on forex, energy, local
economical cycles
> Buy strategies on supply side
> Brand harmonization and protection
> …
R&D
> Emerging material strategy
> Frugal and premium products
> Solutions driven approach (infra,
road, building,…)
> Use of data for advanced and new
activities (e.g. trading, material flow
optimization across borders,
optimized stock levels…)
> …
> Business driven IP strategy
> Co-operative innovation process
(universities, institutes, peers like
Sika etc.)
> Cybersecurity for more automated/
interconnected production facilities
> Initiative to select and nurture
emerging business organizations
> Co-opetitive model in research
> …
Orga/ leadership
> Virtualized top management
meetings
> Real time decision making
support tools
> Digitalized/ apps based operations
> Customer-Centric organizations
(from to B2C to C2B)
> Further internationalization of
management & leadership
> New leadership action programs
> Global talent hubs aligned with
new management deployment
> Company-wide guidelines for best
practices
> Global human capital mgmt.:
Attraction, retention, development
> Use of social media tools to
increase communication and
interaction (VC, blogs, knowledge
communities)
> …
Go-to-market
> Solution provider approach (wall
instead of m3 RMC)
> Digital/ cross channel customer
relationship
> Datamining to understand market
dynamics and client behavior
> New relationship models (e. g. with
architects, planners, wholesale in
emerging markets)
> …
> Alliance with clients: To jointly
improve products/ solutions after
design phase
> Volume to value: Selected moves to
"servicization" of product delivery, for
premium customers with long cycle
and product complexity (logistics, labs,
finance, mobile batching plants, etc.)
> Users/ prescribers communities
(architects, building companies,
landlords etc.)
> Proactive customer service using
new social media tools to improve
interaction
> …
Manufacturing
Advanced
Organization
> Special forces
> Empowerment
(central/
decentral)
> Alliances
> Extended
enterprise
> Agile/ flexible
> Global SCM function to balance
overcapacities e.g. with big data
analysis and trading company
> Light country structures: Reduced
local admin and technical support
> Agile supply chain with centralized
and decentralized units
> Central volume flow mgmt. in plant/
network system to balance unequal
local demand/ supply situation
> Closure of decentral white spots with
terminals e.g. in Africa (coasts)
> Energy supply: Transform asset base,
integrate in new decentralized system/
share ownership & CapEx
> …
> Open innovation approach/
leveraged network
> Co-engineering approach
> Specialized multi-local research
understanding local constraints (uses
of clay in Africa due to cost
constraints)
> Alliances with engineers / architects,
clients to design tailor-made
solutions (housing, furniture, …)
> Lab concept
> Global business service (for
admin activities)
> Center of Excellence for each
function (admin, tech)
> Cloud company: Multi-localized
HQ per region combined with flat or
HQ-less organization
> Organizational consolidation
based on business relationship
instead of country borders (e.g.
Benelux/ FR)
> Special forces concept for some
activities
> …
> Pluri-disciplinary teams
> Use of digitization to operate both
centralized and decentralized sales
model
> Special units to build presence in
specific markets
> …
> Remote megaplants to serve
coastal areas
> Remote teams with holistic best-
practice competence for launch,
maintenance, etc. ("boost" teams)
and training of locals
> Ownership for non-core assets:
Clinker JV, RMC franchise,
outsourced quarries
> Light CapEx & movable factory
(heat, coal grinding)
> …
> Cement plant 4.0: Automation and
interconnected plant and logistics
network, continuous performance
benchmarking, predictive
identification of availability issues…
> Asset light plant set-up (mobile
power gen. besides grid, smaller
capacity and larger storage to
balance peaks at highest utilization)
> GPS & connected multi-modal
delivery trucks
> ….
> Sourcing from peers where local
volume too small
> "AirBnB plants" : shared
infrastructures

33MAD-90015-114-01-E-7.pptx
The evolution of organisations towards Light Footprint will require a
subtle mix of evolution and revolution
Light Footprint transformation
Evolution Revolution
Improve
existing businesses
Profitability
Time
Upgraded
business
Current
business
> Upgraded positioning (provide clients with system solutions &
sophisticated products)
> Improved performance (e.g. operating efficiency)
Examples
Develop
new models
Profitability
Time
New
business
Current
business
> Launch of breakthrough offering in diverse sectors
> Development of new businesses outside traditional structures
Examples
Path to LFP

34MAD-90015-114-01-E-7.pptx
Modern China is a child of VUCA
A TECHNOLOGICAL
revolution
CHINA'S MANAGEMENT REVOLUTION
Born at the dawn of the VUCA age, modern China developed a unique
management model : DYNAMIC, FLEXIBLE, and CONSENSUAL
> 21 robots for 10 000
employees in China
> The first world robotics
market in 2015 ($160 bn)
An ORGANIZATIONAL
revolution
> The "zero distance with
the client concept"
> Applied from staff
management to customer
service
A CULTURAL
revolution
> For Chinese managers,
1+1=11
> Complementarity rather
than addition of forces

35MAD-90015-114-01-E-7.pptx
Chinese companies welcome Light Footprint ideas, many
companies already very successfully apply its precepts
Tech-Savvy and
innovative
Agile and
adaptative
Collaborative
and trustfull
A vision of "one million robots", the
"Foxbots"
The aim being to raise productivity, improve
product functionality and maximize flexibility
Organization turned into a modular structure
made up of 4,000 "ZZJYT" autonomous
teams
The aim being to win the home market battle
by being closer to the customers' demand
"100% committed to the Community",
skillfully managed and empowered,
leveraging its community Xiao Mi is the
fastest ever start-up to reach revenues of
$1bn
Light Footprint
Management concepts
reverberate with
Chinese companies,
creating a warm
welcome for the book's
launch in Nov 2014

36MAD-90015-114-01-E-7.pptx
Light Footprint development is already under way – Now it needs to
be combined into one integrated framework to unleash its full power
Light Footprint Transformation
Now is the time
Power of information
Modularity/portable
E-reputation
Alliances
Lightness
We are all doing some
Big data
Frugal innovation
Pluridisciplinary teams
Household robots
Customisation
Digitisation
Light Footprint … … without knowing it
to adopt an integrated approach
LFP approach

Light Footprint Management in a VUCA World -

Light Footprint Management in a VUCA World -

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