Les Entretiens By Finaki

25-28 November 2021

Club Med Val d'Isère

Les Entretiens By Finaki

25-28 November 2021

Intimate format with respect for parity between users and suppliers, sharing of experience, richness of discussions and conviviality will be at the heart of this new edition of Les Entretiens by FINAK On the programme: six thematic commissions, conferences, round tables but also many networking moments to dialogue with your peers.

To register or for more information Contact us

Run through

Conferences and round tables

Thursday 25 November | 4:00 to 5:00pm

Opening conference of the Interviews by Finaki: Continue and strengthen the collaboration

With Corinne DAJON - Member of the Group Management Committee in charge of IS and the AG2R LA MONDIALE organization
and Eric VAUTIER - CISO ADP Group

First post-Covid edition, the Interviews by Finaki will bring together the populations of the Digital Interviews and the Technological Interviews. During their opening conference, the two presidents, Corinne Dajon and Eric Vautier, will discuss the DSI-RSSI-CTO complementarity that developed (or even arose) during crisis management. And they will think about ways to perpetuate this agreement over time in order to prepare for the transformations and challenges facing the company.

Friday 26 November | 5:30 to 7:00pm

Digital sobriety: the keys to understanding and taking action

With Frédéric Bordage, Green IT specialist
Digital is a 7th continent in terms of environmental impacts. In France, it already represents 27% of our annual GHG budget. For the planet as for our overloaded brains, it is urgent to find a peaceful relationship with this tool. Especially since we will have to save this non-renewable resource, because there are only 30 years of digital technology ahead of us. How to transform these constraints into a tremendous opportunity for innovation and differentiation for your company? This is what Frédéric Bordage, the collective founder of independent experts, GreenIT.fr, will explain to us.

Discussion with Henri d´Agrain, General Delegate of Cigref: Valuing data means understanding their place as a company's heritage

Data valuation has become a strategic imperative for companies. But the first condition is to be aware that they are part of the heritage and that as such, they must be protected and their integrity respected. This exchange will be an opportunity to recall certain essential principles on data protection and to discuss the ongoing work of Cigref.

Saturday 27 November | 6:00 to 7:30pm

Further, faster, more sober ”: how the examples of extreme sport can help to apprehend professional challenges

With Marc Amerigo, promoter of Ultra Performance through Human Expansion
In addition to solving their pre-Covid-19 blockages, our organizations will have to produce better, in an increasingly demanding environment, for the benefit of the greatest number and using much less resources. Working remotely has helped push all digital and technological faders into a new dimension. Through a journey into the world of very high-speed extreme sports and industry, Marc Amerigo shows us the technical and human levers to always see further and influence our environment, which has become more complex and uncertain.

Affective Human-Machine Interaction


With Laurence Devillers, Computer Science professor at Paris 4. Expert Group AI ad-hoc "Ethics / Nudging" in AFNOR / CN AI "ARTIFICIAL INTELLIGENCE"
During her speech, Laurence Devillers, AI specialist, will discuss the technological and ethical challenges brought by innovations such as, for example, the metaverse

Workshops

The Themes are likely to change depending on current events

Issues and impacts of IS platformization and LowCode / NoCode approaches

The quest for agility and performance required exploiting the promises of platform architectures (API, Cloud, data analytics, etc.). LowCode / NoCode approaches and tools allow developers to improve their productivity and non-developers (without special programming knowledge) to create web or mobile applications by assembling modules. This mode of development has certain advantages, in particular the agility and the speed of realization. Thanks to this, it could help to quickly meet the expectations of businesses to have web solutions or even to develop themselves, while compensating for the lack of available developers. However, the generalization of LowCode / NoCode within the company poses many questions in terms of durability, performance and security. This workshop aims to understand the challenges of this mode of development, to measure its strengths and limitations by combining the views and points of view of the various digital managers in the company (CIO, operations and operations managers). infrastructure, RSSI).

- What governance for LowCode / NoCode platforms and approaches so as not to repeat the experience of “shadow IT”?

- How to ensure consistency of architectures, operability and sustainability of applications developed in LowCode / NoCode ?

-What are the performance and safety issues?

- What roles for developers in the LowCode / NoCode landscape?

Keywords : Platform / LowCode / NoCode / performance / sustainability / consistency / developers.

Moderators: Benoit Fuzeau , RSSI CASDEN & Gilles Casteran , CEO Aigave

People, skills, commitment: the war for talent

The digital transformation and the health crisis have reshuffled the cards in terms of organization and accentuated the war for talent, forcing the IT department to evolve simultaneously on two fronts. On the one hand, at a time when organizations are rated on platforms in their different dimensions, the IT department must contribute to the company's e-reputation with its ecosystem and help it adapt to new uses to offer good working conditions to its employees, that is to say the right tools, the right channels, the right solutions. It must also support the HRD in the implementation of good practices. On the other hand, in order to remain attractive in the eyes of the candidates it wants to recruit, the IT department must itself evolve. It must meet the expectations of new generations, concerned about the environmental impact of the company's digital solutions (cloud, datacenters, etc.) and who want more teleworking. For this, it must be disruptive in its attractiveness to differentiate itself from digital giants, “digital native” companies and start-ups, which place their employees at the same rank as their customers and do not hesitate to offer up to 100% teleworking. Finally, it must also support the professional development of its staff, train them so that they can move into new professions.

- How to develop the attractiveness of the IT department so that it stands out from the digital giants and start-ups when recruiting (values, flexibility and working environment, remuneration, CSR commitments, etc.)?

- How can / should managers evolve in order to bring about the necessary cultural change in this war for talents?

- How to train the personnel of the “legacy” professions in the new professions, do we necessarily have to make them evolve, if so, in what framework ?

- How to maintain or recreate the link between the company and the teleworking employees? Is the feeling of belonging to the company an asset on which to capitalize?

- How should the IT department develop its recruitments and resources, especially developers, in the face of LowCode / NoCode and automation?

Keywords : attractiveness / training / new professions / cultural change / talents

Moderator: Damien Bosq, Chief Experience Officer, BNP Paribas
Assessor : Anne-Sophie Marencic, Sales Manager Entreprise, Lumen

Priorities and arbitration of budgets Security

Cybersecurity, whose topicality proves to us every day how essential it has become, remains at the center of business concerns. If the position of CISO has become widespread, decisions relating to cybersecurity and in particular those concerning budget allocations, are taken by several professions (CIO, CISO, CEO, Risk Management, etc.). It is important to understand the challenges of each of these businesses, their priorities and the elements of their decisions, according to their risk appetite, their performance expectations and their responsibilities. The security of information systems (ISS) has long been perceived as a purely technical subject. Today, everyone has realized that it does not protect everything. This has resulted in the reorientation of resources and greater consultation between the DSI / RSSI duo.

- Who are the contributors to the budgets of the ISS, who are the sponsors of the function? How to “get them on board” in the short and long term?

- How does the IT department measure performance and assess the relevance of ISS topics?

- What are the limits to risk taking?

- In the context of a shortage of resources, what are the expectations for rationalization and interoperability of offers vis-à-vis suppliers?

- What budget management (feedback loop) and what questioning of the objectives (“Objective & Key Results” vs “Key Performance Indicator”)?

- What are the areas of recovery and the gaps to be filled in terms of skills between DSI, SSI, Risk, Safety, Compliance, etc.?


Keywords : consultation / budget allocation / steering / risk management

Moderator: Stéphane Tournadre, CISO Groupe Servier
Assessor: Franck Gautier, Partner Directeur Global Accounts, French Market manager, SINGTEL EUROPE

Frugality and digital sobriety, CSR

Beyond Green IT, sometimes overused, digital sobriety and frugality have become essential. They now appear as differentiating elements in calls for tenders… and in questions from future employees. The reduction of the carbon footprint, a strategic issue for all companies, is shown in the CSR reports. However, the awareness slider seems less advanced in business than in private life. The education of employees in simple actions such as, for example, limiting the number of emails or sorting waste, can be greatly improved. It is not a question of practicing “punitive communication”, but rather of educating, informing and encouraging employees.

- How has digital sobriety really become an issue, a strategy for companies? For what purpose and for what interests?

- What prerequisites and concrete actions to implement a green IT revolution for your organization?

- How and with what tools to measure the reduction of the carbon footprint?

- Digital and ecological transition are they not contradictory? Do they go hand in hand for employees, especially the youngest?

Keywords :carbon footprint measurement / CSR strategy / practices

Moderators: André Devillars, IT Infrastructure Architecture Manager, Michelin & Malika Pastor CIO Colliers Group

A resilient IT department serving new challenges

In recent months, the IT department has proven its ability to adapt, to reorganize itself, to adopt new models. Today recognized for its true value, it must be resilient and capitalize on its experience. More CIOs will join the ComEx, will become more visible. This will lead them to redefine their role. It is a question of preparing today the methods of tomorrow. The crisis, experienced differently depending on the level of preparation of each company, was a revealing of strengths and weaknesses. The framework agreements signed here and there on teleworking change the paradigm: it is no longer a question of commitment of resources but of commitment of results. To do this, we have to move away from “tactile” management and adopt a more Anglo-Saxon model. In teleworking, it is on the respect of the deadline, the budget, the objective and the quality that the work of each one is evaluated. In addition, the proliferation of cyber attacks and the crises that follow them lead to reconfiguration plans for organizations and architectures. For the IT department, this translates into a re-taking into account of the trades, by greater agility to “deliver quickly”, but not to the detriment of safety. To achieve this state of resilience, the IT department must rethink its organization.

- How can the IT department capitalize on the experience of the last 18 months and prepare for the challenges to come?

- How has collaboration with the professions evolved during the health crisis, what remains and what should be kept?

- How to deal with security issues when you “need to do it quickly and less structured”? How to reconcile the opening of the SI and “fortified castle - drawbridge”?

- What new ways of working need to be implemented?

- Which organization to adopt to be more flexible, more “user driven”?

Keywords : resilience / teleworking / agility / (re) organization

Moderator: Stéphane Carteron, Group CIO Circet
Assessor : Xavier Bourguignat, Partners & Alliances Director, Thales

Control and digital dependence: time to make choices

Many companies have outsourced all or part of their IS. In fact, mastering their digital tool no longer arises in the same terms as before. On the other hand, their digital dependence is today equivalent to their energy dependence: they would function badly or not at all if they were deprived of their IT. In this context, the difficulty lies in making choices that allow you to change options tomorrow and control your level of dependence on both hardware (cloud), environment (security) and data. . Choices must take into account geostrategic aspects, those of extraterritorial laws, but also the needs of the company - how to use its data globally while remaining compliant with local laws. In a globalized economy, some choices, unfortunately, no longer exist.

- Beyond the various French and European initiatives (Gaia X, Bleu, “Cloud at the center” policy, etc.), what about the sovereignty of the major players in SaaS, Salesforce for example, in the face of restrictions imposed by Russia or China?

- How to exchange and exploit company data in a global process based on interoperability when the rules vary from one region of the world to another?

- How dependent does the company have on its suppliers?

- How to control your dependencies (hardware, security, data, networks, applications…) to maintain digital autonomy?

Keywords : sovereignty / compliance / interoperability / independence

Moderator: Cyrille Elsen, CIO Serenicity
Assessor : François-Xavier Vincent, Group CISO & DPO, Oodrive