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finance chez Schneider Electric : interview du CFO Secure Power Division & Data Center Business",[88,92,96],{"frontpage":89,"url":90,"label":91},true,"\u002Fglobal\u002Fen","Home",{"frontpage":93,"url":94,"label":95},false,"\u002Fglobal\u002Fen\u002Finsights","Insights",{"frontpage":93,"url":97,"label":98},"","Finance Transformation — How do you reconcile strategic agility, digital transformation and granular performance management in a hypergrowth context?",{"meta":100,"link":111},[101,103,106,109],{"name":102,"content":86},"title",{"name":104,"content":105},"description","Le CFO Secure Power Division & Data Center Business de Schneider Electric revient sur les défis auxquels font face ses équipes, ainsi que sur les leviers activés pour réussir une transformation.",{"name":107,"content":108},"robots","index, 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la fonction finance dans un contexte d’hypercroissance \u003C\u002Fh2>\u003Ch4>Découvrez la Vision d'Augustin Barrelet, CFO Secure Power Division & Data Center Business chez Schneider Electric\u003C\u002Fh4>\u003Cp>\u003Cstrong>Face à l’explosion de la demande dans le secteur des data centers, la direction financière de Schneider Electric repense ses rôles, ses outils et ses priorités pour accompagner une transformation à grande vitesse.\u003C\u002Fstrong>\u003C\u002Fp>\u003Cp data-start=\"483\" data-end=\"920\">Le marché des infrastructures numériques connaît une croissance fulgurante, portée par la généralisation du cloud, de l’intelligence artificielle et des besoins exponentiels en puissance de calcul. Dans ce contexte, la \u003Cstrong data-start=\"702\" data-end=\"750\">division Secure Power & Data Center Business\u003C\u002Fstrong> de \u003Cstrong data-start=\"754\" data-end=\"776\">Schneider Electric\u003C\u002Fstrong> joue un rôle stratégique, avec une croissance à deux chiffres et une contribution qui représente déjà \u003Cstrong data-start=\"879\" data-end=\"919\">20 % du chiffre d’affaires du groupe\u003C\u002Fstrong>.\u003C\u002Fp>\u003Cp data-start=\"922\" data-end=\"1444\">Pour accompagner cette dynamique exceptionnelle, la fonction finance doit se réinventer. Il ne s’agit plus seulement de gérer les budgets ou de produire du reporting, mais de \u003Cstrong data-start=\"1097\" data-end=\"1278\">soutenir des décisions rapides, piloter l’allocation de ressources, sécuriser les risques contractuels, tout en contribuant à la transformation digitale.\u003C\u002Fstrong>\u003Cbr>Une transformation profonde des méthodes, des outils et des compétences est donc en cours, portée par le programme Horizon et une refonte des systèmes de pilotage.\u003C\u002Fp>\u003Cp>Dans le cadre d’une étude exclusive menée avec l’Ifop \u003Cu>“IA, métiers, réglementations : les priorités des fonctions finance 2025-2026”\u003C\u002Fu> pour \u003Ca href=\"\u002Ffrance\u002Ffr\u002Fnode\u002F2848\" data-entity-type=\"node\" data-entity-uuid=\"6601c204-9cad-4e81-99e4-97f64b98e218\" data-entity-substitution=\"canonical\" title=\"Transformation Finance : la Finance à l'horizon 2030, une transformation propulsée par le pilotage et la technologie\">le livre blanc La Finance à l’horizon 2030 : pilotage et transformation technologique\u003C\u002Fa>, \u003Cstrong data-start=\"1446\" data-end=\"1467\">Augustin Barrelet\u003C\u002Fstrong>, CFO de la division, revient sur les enjeux de cette mutation et partage les clés pour faire de la finance un acteur central dans un contexte d’hypercroissance. Découvrez son interview dans son intégralité ci-dessous.\u003C\u002Fp>\u003Ch3>Le marché des centres de données connaît une croissance exponentielle. Comment cette dynamique façonne-t-elle les priorités et les responsabilités du directeur financier au sein de votre division ?\u003C\u002Fh3>\u003Cp>L’activité data center est en effet le plus gros levier de croissance du groupe à l'heure actuelle et représente déjà 20 % de son chiffre d’affaires. En tant que CFO, je me concentre sur trois impératifs : \u003Cstrong>adapter en permanence notre capacité de production à une demande en forte expansion,\u003C\u002Fstrong> notamment en Amérique du Nord. \u003Cstrong>Soutenir l'innovation, en particulier dans le domaine de l'intelligence artificielle\u003C\u002Fstrong>, qui transforme radicalement notre secteur, ce qui requiert des investissements significatifs en R&D, tant en interne qu'à travers des acquisitions ciblées. Enfin, mon troisième objectif est de \u003Ca href=\"\u002Ffrance\u002Ffr\u002Fnode\u002F2722\" data-entity-type=\"node\" data-entity-uuid=\"d8664463-ae32-4dd6-9966-bf8622cc059e\" data-entity-substitution=\"canonical\" title=\"Pilotage de la performance et EPM : comment améliorer vos prises de décision\">piloter une stratégie financière agile\u003C\u002Fa>, capable de \u003Cstrong>réallouer rapidement des ressources vers des opportunités émergentes en R&D\u003C\u002Fstrong> ou dans la chaîne d'approvisionnement. Cela exige une communication transparente et une capacité à justifier des ajustements budgétaires en fonction de l'évolution rapide du marché.\u003C\u002Fp>\u003Cp>Parallèlement,\u003Cstrong> la gestion des risques est devenue une priorité absolue\u003C\u002Fstrong>. Nous gérons des contrats de grande ampleur, ce qui exige une vigilance accrue sur les aspects contractuels car certains de ces clients pèsent lourd dans notre chiffre d’affaires. Nous collaborons étroitement avec les équipes de gestion des risques et juridiques du groupe pour anticiper et atténuer les risques potentiels. Cette situation nous amène à innover dans nos approches, car les montants en jeu dépassent souvent les seuils habituels pour le groupe.\u003C\u002Fp>\u003Ch3>Face à ces défis, comment la transformation numérique de la direction financière contribue-t-elle à optimiser vos opérations ?\u003C\u002Fh3>\u003Cp>Notre priorité est d'accroître l'efficience opérationnelle de la fonction finance, en particulier dans le reporting et l'analyse.\u003C\u002Fp>\u003Cp>Cette ambition est portée par le groupe via le programme Horizon qui est le pilier de cette transformation. Il vise à homogénéiser notre architecture digitale en déployant une \u003Ca href=\"\u002Ffrance\u002Ffr\u002Fenterprise-performance-management-epm-et-ia-conseil-et-integration\" data-entity-type=\"node\" data-entity-uuid=\"a72bba4b-c662-4831-aeec-aec28a5c7027\" data-entity-substitution=\"canonical\" title=\"Enterprise Performance Management (EPM) et IA : conseil et intégration\">solution EPM (Enterprise Performance Management)\u003C\u002Fa> et un digital finance layer « au-dessus » de nos ERP. Cela nous permettra de standardiser les reportings, d'obtenir une granularité fine des données de bout en bout et d'éliminer les rapports personnalisés.\u003C\u002Fp>\u003Cp>C’est d’ailleurs \u003Cstrong>un profond changement de mindset\u003C\u002Fstrong> pour les équipes de la finance \u003Ca href=\"\u002Ffrance\u002Ffr\u002Fepm-vs-excel-quelle-est-la-solution-la-plus-adaptee-pour-les-entreprises\" data-entity-type=\"node\" data-entity-uuid=\"0c0a9912-4be6-4a32-94de-20c73724a7f7\" data-entity-substitution=\"canonical\" title=\"EPM vs Excel : quelle est la solution la plus adaptée pour les entreprises ?\">qui réalisent encore manuellement un nombre conséquent de tâches\u003C\u002Fa>. L’objectif est aussi d’avoir une meilleure intégration data \u003Cem>\u003Cstrong>end to end\u003C\u002Fstrong>\u003C\u002Fem> sans attendre les changements d’ERP des différentes divisions.\u003C\u002Fp>\u003Cp>En outre, \u003Cstrong>cette automatisation renforcera notre \u003C\u002Fstrong>\u003Ca href=\"\u002Ffrance\u002Ffr\u002Fnode\u002F2625\" data-entity-type=\"node\" data-entity-uuid=\"bed8b9b5-af36-4cb5-ab4e-d8f5e6a46847\" data-entity-substitution=\"canonical\" title=\"Comment assurer une conformité des données efficace et évolutive ?\">\u003Cstrong>conformité réglementaire\u003C\u002Fstrong>\u003C\u002Fa>\u003Cstrong> et ouvrira la voie à une utilisation plus stratégique de l'intelligence artificielle\u003C\u002Fstrong>, notamment dans le domaine des prévisions financières, en s'appuyant sur une base de données cohérente et fiable, ce qui est une condition \u003Cem>sine qua non \u003C\u002Fem>de la réussite.\u003C\u002Fp>\u003Cblockquote>\u003Cp>« Nous avions 18 mois pour mettre en place le Digital finance layer de SAP puis implémenter l’EPM, en ayant entre ces deux phases très peu de temps d’acculturation à notre nouvel environnement. »\u003C\u002Fp>\u003Cp>— Augustin Barrelet CFO chez Schneider Electric\u003C\u002Fp>\u003C\u002Fblockquote>\u003Ch3>Votre division a-t-elle un bénéfice spécifique à la mise en place de ce programme ?\u003C\u002Fh3>\u003Cp>Traditionnellement dans le groupe, les données étaient structurées par offre et par pays, mais nous manquions d'une vue unifiée de nos clients. Cette évolution est donc en phase avec l’un de nos objectifs qui est de développer une perspective axée sur le client pour \u003Cstrong>le suivi de la performance financière\u003C\u002Fstrong>.\u003C\u002Fp>\u003Cp>Nous avons besoin de données standardisées et granulaires, et là encore, de pouvoir automatiser un maximum de processus. La nouvelle architecture nous permettra d'obtenir \u003Cstrong>une vision consolidée de nos clients et de leur contribution à notre performance.\u003C\u002Fstrong>\u003C\u002Fp>\u003Ch3>La mise en œuvre de ce programme a-t-elle représenté des défis particuliers pour vos équipes, et comment les avez-vous surmontés ?\u003C\u002Fh3>\u003Cp>La \u003Cstrong>migration\u003C\u002Fstrong> vers une nouvelle architecture digitale a été \u003Cstrong>un défi majeur pour notre division\u003C\u002Fstrong>, car nous utilisons un ERP Oracle distinct de la solution SAP déployée dans le reste du groupe.\u003C\u002Fp>\u003Cp>Le timing imposé également était très serré. Nous avions \u003Cstrong>18 mois pour mettre en place le Digital finance layer de SAP puis implémenter l’EPM,\u003C\u002Fstrong> en ayant entre ces deux phases très peu de temps d’acculturation à notre nouvel environnement. Ce projet a nécessité la mise en place d'un middleware pour assurer l'interopérabilité des systèmes. \u003C\u002Fp>\u003Cp>Il a donc fallu faire preuve de beaucoup d’agilité au sein d’un grand groupe où une transformation de cette ampleur mobilise de nombreux services différents. En plus de mes équipes, il fallait également collaborer avec l’unité qui gère globalement la transformation de la finance chez Schneider Electric, mais aussi un certain nombre de services partagés comme la comptabilité ou le \u003Cem>Financial planning and analysis \u003C\u002Fem>et enfin les équipes data et IT.\u003C\u002Fp>\u003Cp>Nous sommes dans un contexte de croissance à deux chiffres de notre activité, donc un tel chantier provoque fatalement des tensions. \u003Cstrong>Si nous avons réussi à maintenir le cap, c’est grâce à l'engagement de nos équipes\u003C\u002Fstrong>, qui ont pleinement intégré l'importance des enjeux. La forte culture collaborative de Schneider est également un atout essentiel pour réussir ce type de mission, car la transformation exige de travailler en communauté, de collaborer avec des gens auxquels on ne reporte pas hiérarchiquement.\u003C\u002Fp>\u003Cp>Nous avons également \u003Cstrong>recruté des profils hybrides\u003C\u002Fstrong> qui ont à la fois des compétences dans la fonction finance mais aussi une appétence pour la data. L’idéal est de trouver des gens qui ont déjà participé à des chantiers de transformation, font preuve d’une bonne résilience et d’une capacité à collaborer avec d’autres métiers, notamment de l’IT.\u003C\u002Fp>\u003Cblockquote>\u003Cp>« Ma division pilote une transition majeure de notre système ERP, qui passera d’Oracle à SAP d’ici 2030.»\u003C\u002Fp>\u003Cp>— Augustin Barrelet CFO chez Schneider Electric\u003C\u002Fp>\u003C\u002Fblockquote>\u003Ch3>Quelles sont les prochaines étapes de cette transformation ?\u003C\u002Fh3>\u003Cp>Nous continuons à travailler à l’amélioration de nos prévisionnels, en mettant en place des \u003Cem>drivers based forecast\u003C\u002Fem>.\u003C\u002Fp>\u003Cp>Cette méthode consiste à identifier et modéliser les drivers – c’est-à-dire les variables opérationnelles et économiques mesurables – qui influencent directement nos résultats financiers. Par exemple, pour prévoir la croissance de nos revenus, nous analysons des facteurs tels que l’augmentation des tarifs ou l’évolution des volumes de ventes. En modélisant ces relations à l’aide de données historiques et actuelles, \u003Cstrong>nous pouvons ajuster nos hypothèses pour élaborer des prévisions plus précises\u003C\u002Fstrong>.\u003C\u002Fp>\u003Cp>Par ailleurs, ma division pilote \u003Cstrong>une transition majeure de notre système ERP\u003C\u002Fstrong>, qui passera d’Oracle à SAP d’ici 2030 et achèvera notre intégration complète à l’architecture digitale du groupe.\u003C\u002Fp>\u003Cp> \u003C\u002Fp>\u003Cp>Micropole a rejoint le groupe Talan en octobre 2024. \u003C\u002Fp>",{"element":138,"externalForm":139,"externalFormHeight":140,"title-255":141,"titleLevel":142,"type":143},"pg-form","https:\u002F\u002Fgo.talan.com\u002Fl\u002F688263\u002F2025-10-03\u002F2fd8yl","500","Télécharger le livre blanc","2","form","default",{"element":146,"link":147},"block-header-contact",{"title":148,"href":149},"Contact 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Us",[459,462,465,467,471,475],{"title":460,"url":158,"link_thumbnail":461},"Cultures and Values","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fw_400\u002Fpublic\u002F2024-10\u002FTALAN-2000-10_0.jpg.webp",{"title":463,"url":199,"link_thumbnail":464},"Join Talan","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fw_400\u002Fpublic\u002F2024-10\u002FTALAN-2000-18_0.jpg.webp",{"title":22,"url":78,"link_thumbnail":466},"https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fw_400\u002Fpublic\u002F2024-10\u002FTalan-PRO-7_1.jpg.webp",{"title":468,"url":469,"link_thumbnail":470},"Recruitment process","\u002Fglobal\u002Fen\u002Fjoin-us\u002Four-recruitment-process","https:\u002F\u002Fstatic.talan.com\u002Fs3fs-public\u002Fstyles\u002Fw_400\u002Fpublic\u002F2024-10\u002FTalan-PRO-41_0.jpg.webp",{"title":472,"url":473,"link_thumbnail":474},"Talan 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