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Bring out the honest digital man

For companies, the major challenge of digitization is to be able to set up efficient mixed production, human and machine.

However, the delirium of complexity in which computing is gradually entering, as machines become more powerful, and as layers of software are added on layers of software, is doubly opposed to this. On the one hand, IT departments are becoming more and more monopolized by technical details, and therefore more and more foreign to the needs and the temporality of the users. On the other hand, the growing complexity induces a movement of specialization which is opposed to the emergence of the honest digital man, therefore to the autonomy of the users to organize themselves effectively instead of undergoing a standard operation, and generally unsuitable, imposed de facto by the computer system.

Putting IT back at the service of operational staff therefore means not simply revising the user interface for the nth time on top of the same old concepts, but changing the paradigms and models on which IT systems are built. Indeed, two main paths have been followed so far, both of which are now at the end of their rope, but paradoxically still ultra-dominant.

In the 1970s, the relational model was invented, which, through the application of the Merise method, allows optimum modeling of the activity. However, it has two major limitations that make it unsuitable for current challenges. First of all, it assumes that the activity does not change: a simple detail in the specifications of the activity can seriously call into question the data schema. Then, it creates a duality between what is seen by the user (the forms) and what is understood by the computer scientists (the tables) which has proved to be as difficult to overcome as speaking two languages in the same company. In practice, the relational model leads to a work environment where the activity modeled in the information system corresponds only approximately and covers only part of the real activity, which is massively stressful, errors, and unproductiveness.

In the 1980s, the paradigm of intuitive computing emerged, spearheaded by the mouse and the graphical interface. It actually corresponded to the reinvention of Fordism a century later: since users are predominantly digital illiterate, let's create workstations that don't require learning. The problem is that this leads to the same failures as Fordism: hellish rates, and employees who are trying to underpay because the productivity of the system remains low ... due to the fact that it is automated. wrong.

Copliant, on the strength of the Pliant experience, is now opening up a third avenue with Storga.
We have designed a system without unnecessary complexity, in which the stored data correspond directly to the forms seen by the user, easily automated and adaptable by an honest digital man. The goal is to make users move from total dependence on specialists to broad autonomy, to allow them to develop their tool at their own pace and in accordance with their specific needs dictated by experience on the site. ground.

Digital illiteracy is not inevitable!

Note 1: In computer history, the only invention comparable to Storga in terms of the depth of the paradigm shift is that of the spreadsheet.

Note 2: Agile development does not change the limits of the relational model, nor does the use of ready-to-use Cloud services which, in return for an almost zero initial acquisition blow, only worsen the limits of the relational model, making them absolute.

Note 3: It is important not to confuse the progress in electronics which has been continuous and spectacular until today with the evolution of computer concepts which began to stagnate at the end of the 1990s.

Our activities

The research
Our main activity remains research, because making it possible to deploy a tailor-made and adaptable digital organization with the least possible means is an arduous quest: expressing great humanistic objectives is easy; drawing some innovative concepts a little vague remains easy; producing an operational tool is a whole different story which requires both technical excellence and getting out of the ready-to-think style of the trade.

Train managers
We train executives who wish to become autonomous in deploying and adapting their digital organization to use the Storga tool, without becoming IT professionals.

Train 21st century consultants
We use the Storga tool to train organizational consultants wishing to offer their clients not only a reflection on the desired organization, but also its simple and efficient digital implementation.
Indeed, once the IT complexity has been brought down to a reasonable level, what is most efficient is to have a single person in direct contact with the users, who carries out the entire process. analysis and implementation. This is all the more true as Storga is an extraordinary mock-up tool, so it allows the proposals to be tested concretely, then to finalize in continuity.

For companies that adhere to this digital switchover approach, but wish to be supported not only on the appropriation part of the tool, but also on the specification of the desired organization, we put you in contact with consultants experienced in the field. tool and associated methods, which can greatly facilitate and speed up your start-up phase.


Openclipart.org illustrations, mainly by GDJ