The challenge for all companies is to make the most of their Data assets (to the point of becoming “Data driven”), and to define a Data strategy aligned with the company’s business challenges. It is all about making the most of their Data to offer innovative services to their customers and employees.
Our conviction relies on :
the onboarding of all players
pedagogy and a common language
starting from value-oriented business needs
adapting the organization (agility, DataOps…)
We define orientations and formalize: the roadmap, the architecture (DatawareHouse, Data Lake, LakeHouse), the organizational model (Data Centric, Data Mesh), the services and best practices for the emergence of business use cases.
What do we provide our clients?
Reconciling the coherence of strategy, business and IT
Oresys has invested heavily in R&D, relying on 30 years of experience and a wide range of solutions. We support you in the upstream reflection phases (strategy, definition, onboarding and acculturation, roadmap) and in the implementation of the projects and of the Data foundation (Project Management, Governance, Organization, Change & Communication).
Data framing study and roadmap Use Cases, Features, Architecture, Organization, Planning
Support with Data team deployment Organization, Process, Recruitment, Leadership
Acculturation and Change Stakes, Uses, Monitoring, Definitions, Training & Educational entertainment, Seminars
Data governance & DQ Maturity, Organization, Process, Organization, Tools
Among our best stories
Cerba – Definition of vision, needs, organization and roadmap
Healthcare
Framing studies and Data Roadmap
Cerba is an international laboratory network in medical biology, organized in several Business Units. Digitalization and data are key leverage points when it comes to meeting the strategic stakes (improvement of customer experience, traceability, …). Cerba needs to establish a clear data trajectory within the Group and in its declination in its Business Units.
Oresys brought an overall strategic – business – technical coherence by identifying data use cases through ideation workshops based on value proposition. Priorities were defined and the first use cases were used to create momentum. The orientations for data management and governance were specified at both Group and Business Units scales. Oreys also provided support for the architecture orientations and clarified a macro-trajectory.
Oresys formalized its work under a COMEX report, allowing to concretely validate the trajectory and launch the Data transformation.
ADEO – Target and transformation on Digital Data Platform
Framing studies and Data Roadmap
ADEO, European leader on habitat improvement launched a major transformation of its business model in which data makes for a key leverage point. This new organisation is designed to support the transformation within the whole group (data-driven approach). ADEO collaborated with Oresys to structure and formalise their vision, the platform’s uses and to assess the organisational impacts.
To set the target uses, Oresys relied on a “service design” approach to clarify the value proposition per persona.
Clarifying the value proposition was based on ideation workshops and the use of the Value Proposition Canvas’s use. Oresys’s Data expertise enabled the definition and formalisation of the platform’s target uses following threevisions: Synthetic (executive summary / pitch), service offer and added-value, detailed vision using strategic, business and technical angles.
Manutan – Framing and construction of the Data Roadmap
Framing studies and Data Roadmap
Manutan, an intermediate-sized-company, European leader in indirect procurement, committed to a business transformation to meet the stakes of a constantly evolving market. Data and Digital are key leverage points at the heart of this transformation.
Oresys helped Manutan set up its 5-year strategic vision by combining Data strategic, business and IT stakes (reporting, AI, etc.). Oresys defined the first use cases to create a momentum, as well as a pragmatic and quick to operate roadmap, validated by the executive commitee. The methodology chosen rests on ideation (persona, processes, etc.) and a value-based prioritization. It is entirely tooled.
The transformation enabled to obtain the first progress: new use cases, implementation of the new organization and service offer.
