Why AirSaas ?
In a VUCA (Volatile, Uncertain, Complex and Ambiguous) world, 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. Our globalized economy of products and services has given consumers more and more choices, which lead to increasing their demands on both quality and prices. Rare is the company that hasn't 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, a company must be able to move quickly - and this will necessarily involve harnessing technology to serve its strategy, its customers and its employees.
Fortunately, the cost to 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?
Companies are no longer static organizations. Today, a 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.
The absence of technological and organizational leadership in the company has slowed down the transformation of our organizations.
The lack of a shared global vision of transforming projects and initiatives, updated on an ongoing basis, frustrates the entire organization: “it's not going fast enough”, “I don't understand why we can't do it now”...
The absence of pragmatism has given space to wars and reinforced silos in companies.
It is therefore up to the CIO to reinvent himself, and become the conductor of the business' transformation. Out with the CDO or transformation manager who is not on the IT team - the CIO must be the equivalent of a deputy general manager.
It's up to him to change his posture to breathe new life into the organization, and get it on board.
The issue is that, as long as the CIO manages his projects in Excel, that reporting to the management is done in PowerPoint, that it's necessary to send 10 Teams/email messages to understand the blocking point of a project... the transformation of the company will be slow.
The CIO must transform his organization, he must change dimensions - and this is neither easy, nor necessarily requested by general management. It is however essential. Let's not forget that power is not given: it is taken. It's 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.
He must change KPIs: solution adoption rate, employee engagement, vs ticket resolution.
He must change the way he gets involved: through transparency and continuous communication, vs extended meetings.
He must change his scope: he is the director of systems, of digital, of technology.
In a VUCA world, the company is no longer a machine where everything is fixed for the next 10 years. It's 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.
