Why AirSaas ?
In a VUCA world (volatile, uncertain, complex and ambiguous), the ability to adapt has become the first key to success for businesses.
Over the past 20 years, the pressure on businesses has only increased: The globalized economy of products and services has given consumers more and more choices, which has had the effect of increasing their demands on both quality and prices. Few companies have not seen an explosion in the number of direct or indirect competitors.
In order to preserve its margins, to adapt to customer requirements and to differentiate itself, the company must be able to move quickly and this will necessarily happen by putting technology at the service of its strategy, its customers and its employees.
Fortunately, the cost of accessing high-end technology has plummeted. The entry price of a CRM 10 years ago was 10 times more important! Hyper-specialized, ergonomic, scalable Saas have taken up more and more space and the company's IT has become an assembly of interoperable and accessible Lego.
However, the results of the digitalization of our businesses are not yet positive. How many SMEs will disappear in the next 5 years because they have not succeeded in reinventing themselves?
The company is no longer a static organization, today the company is more like a living organism than a machine.
In 2023 it is still common to see:
The speed of business transformation is therefore limited.
It is the absence of technological and organizational leadership in the company that has hampered the transformation of our organizations.
It is the absence of sharing a global vision of transformative projects and initiatives that is up to date on an ongoing basis that has frustrated the entire organization: “It's not going fast enough”, “I don't understand why I can't do it now”; etc.
It is the absence of pragmatism that has given space to bell wars and reinforced silos.
It is therefore up to the CIO to reinvent itself to become the conductor of business transformation. “Out” the CDO or transformation manager who is not on the IT team. The CIO must be the equivalent of a DGA.
It is up to him to change his posture to breathe new life into the organization and get the organization on board.
Except that as long as the CIO processes its projects in Excel, that the reporting to the management will be done in PowerPoint, that it will be necessary to send 10 Teams/email messages to understand the blocking point of a project: The transformation of the company will stall.
The CIO must transform its organization, it must change dimensions: this is neither easy, nor necessarily requested by the general management, it is however essential. Let's not forget that power is not given, it is taken. It is up to the CIO to take the lead in digital transformation and to do so, he must reason like a CEO.
He must change his posture: stop suffering and take leadership.
It must change the KPI: solution adoption rate, employee engagement vs ticket resolution.
He must change the way he gets involved: through transparency and continuous communication versus extended meetings.
He must change his scope: he is the director of systems, digital technology.
In a VUCA world, the company is no longer a machine where everything is fixed for the next 10 years, it is a living organism.
AirSaaS wants to create the first Collaborative Organisational Operating System (COOS) to structure the collaborative management of the continuous transformation of the company in an agile way.
4 main principles guide our approach:
With AirSaaS, the organization can:
As Hubspot did by realigning marketing and sales for better sales performance, AirSaaS will realign IT and businesses for better operational performance.
