IM 2025 - 10 convictions lundi 3

TO BOOST GROWTH
AND LEVERAGE
MARGINS

10FCOORNVIICMTIONS

1 6G
2 7G
3 8G P
4 9G P
5 P 10

1 “KEEP THE FOCUS” customer view as starting point / sustain focus
customer’s willingness to pay (perceived value), invoicing
G model (e.g. subscription)
to address all customer profiles (industrial, proximity, etc..)
•INTERNAL
INDUSTRIAL MERCHANT

2 WHERE WE ANTICIPATE Other markets addressed via the rest of the organization
MAIN MOVES (Clusters, ALTEC, SAM/KAM, CoPs)

(trends, value
chain, gas intensity, ecosystems) as interface btw.
customers/markets and innovation

G INDUSTRIAL MERCHANT

•INTERNAL

3 INCREASE OUR DENSITY : USA: Pursue Airgas growth

strategy - China: accelerate WeiChi (Tengfei 2 ?)

(e.g. Japan,

,Australia, Brasil)

GP

•INTERNAL INDUSTRIAL MERCHANT

4 THE NEXT BATTLEFIELD within

the WBL

with consistent capex

allocation strategy

(deployment NWE, CWE by 2021/22)

GP

•INTERNAL INDUSTRIAL MERCHANT

5 “MAKE IT RIGHT, GM visibility, pricing, product mix, density
EVERYTIME, EVERYDAY”
Operational Excellence (Business & Operating
P Models, KPIs, etc.), Replicate TBE & PGE, strategic
sourcing & techno roadmap, business & operating
•INTERNAL models

Digitization (IBO, SIO), C-Improvement, Interfaces /
synergies with other BLs (LI SIO/IBO,
GM&T/Maritime, H2E), portfolio management

INDUSTRIAL MERCHANT

6 STAY CREATIVE, (e.g. BL, R&D, ALTEC)
BUT SELECTIVE and customers/markets starting with a quarterly review
involving all
INNOVATION IS IN OUR GENES, WE HAVE TO
CONTINUE TO INNOVATE AT EVERY LEVEL focused on key selected markets and with “numerus
WITH A FOCUSED MARKET & CUSTOMER clausus” to force programs completion and closing
DRIVE AND A FOCUSED R&D TO CREATE THE
MOST VALUE. WE NEED TO FOSTER on bottom-up
REPLICATION AND INDUSTRIALIZATION. insights, replication and contribution to IM catalog.

P across IM, starting with IM WBL innovation team

•INTERNAL INDUSTRIAL MERCHANT

7 TO GAIN PROXIMITY AND (Replicability,
EFFICIENCY
Governance)
IM BY ESSENCE (NB OF ASSETS,
CUSTOMERS, ETC. - I.E. DATA) IS A IM Data Office
PRIVILEGED PLAYING FIELD FOR DIGITAL, TO
IMPROVE CX (I.E. TRANSACTIONAL) AND
PROFITABILITY (I.E. OPERATIONAL)

•INTERNAL INDUSTRIAL MERCHANT

8 DEVELOP IM HEROES : restart Hub key competencies

WE NEED SOLID KNOWLEDGEABLE AND review by 2020 (with potential impact TBC on Spring/TCL)
STABLE PEOPLE TO DRIVE IM
PERFORMANCE. INDUSTRIAL MERCHANT
THIS MEANS EMPOWERED MIDDLE
MANAGEMENT BY GIVING THEM THE RIGHT
TOOLS AND ACTIONABLE TRAINING.

0 •INTERNAL

9 ESSENTIAL ROLE Business & Ops
models, Data/KPIs, business strategy, key markets
IN CLOSE COLLABORATION WITH HUBS AND knowledge, techno roadmaps, WIM, my IMS
CLUSTERS TO MEET THEIR PRIORITIES, THE
IM WBL’ S ROLE IS TO SUSTAIN IM LONG Referent
TERM PERFORMANCE, MAINTAIN IM
FUNDAMENTALS AND ACCOMPANY : Innovation, CoP, ALTEC, digital
BUSINESS TRANSFORMATIONS. roadmaps, TCL, SAM KAM + clear priorities alignment
between IM WBL and Hubs/CLusters
1 •INTERNAL
Coordinator

Digital IBO, Tops, Qlixbi Business Model,
INDUSTRIAL MERCHANT
Leader

10 LET’S KEEP IT SIMPLE! “Good enough”spirit - Make choices - Keep the big picture -
Focus on what counts - Spread the mindset
THE DIVERSITY OF OUR BUSINESS MAKES IT Communication on the small things that make IM beautiful
RICH BUT WE TEND TO COMPLEXIFY IT.
IM CAN BE SIMPLE : “WE SERVE OUR INDUSTRIAL MERCHANT
CUSTOMERS AT OUR BEST WITH GASES” .
LET’S KEEP THINGS SIMPLE TO INCREASE
OUR IMPACT AND EFFECTIVENESS.

2 •INTERNAL

3