Prepare your leaders for artificial intelligence

« We must realize that digitalization is the lever of today's company. Either it transforms or it dies.»

According to Lila Benhammou, CEO of Humans4help, the decrease in turnover caused by the crisis could be compensated by more efficient processes. What is the best way to deal with the crisis? How to deliver new services? Interview.

What is your assessment of the companies hit by the crisis?

In this crisis we distinguish two categories of companies: those linked to tourism or transport and whose turnover has been strongly impacted, sometimes even 100%. Then there are those that were less affected but still had to face the many unforeseen events induced by the crisis. I'm thinking in particular of SME that had not begun their digitalization plan. During the first weeks of the crisis, they had to establish a teleworking business continuity plan in a hurry. But the lack of preparation and equipment available to them was detrimental.

Indeed, according to a BPI report, only 4 out of 10 SMEs were equipped. As far as large groups are concerned, the machine has also been slow to start up again, forcing them to freeze their projects due to the lack of possibility to make their staff work. There is clearly a digitalization that they have not taken into account.

It is at this point that we need to ask ourselves the right questions: isn't it time to reinvent ourselves and rethink the way we deliver our service?

How to predict in this context of uncertainty?

The idea is not to proceed on the basis of assumptions but rather on the basis of the means available. In other words, we base ourselves on what we know and on the means at our disposal, i.e. the existing customers, the employees and the work processes.

The companies that can identify the friction points in their current processes and remedy them will be the big winners of this crisis.

The challenge here is to measure the efficiency of their processes and to quantify them in order to optimize their productivity. Indeed, the crisis forces to do better with less. And in this context of uncertain turnover, it is essential to focus on three aspects:

Employees : who will contribute to the renewal through new work processes
Costs : Achieving operational efficiency with little or no revenue, while ensuring that service continuity and customer satisfaction are maintained?
New services : reinventing themselves and venturing into areas not previously considered. Many companies have taken advantage of this crisis to reinvent themselves and have even benefited from it. This is the case, for example, of Air Liquide, a specialist in industrial gases, which has started to manufacture respirators, or the world leader in sugar production, Tereos, which has transformed its factories to produce hydroalcoholic gel. They seized the opportunity to continue and potentially perpetuate this activity.

But you can only change what you cannot measure, hence the need to quantify your processes internally.

What will the change in work processes actually do ?

Transformation through the work process allows to compensate a part of the loss of its turnover by the gains induced in its operational efficiency. It is estimated that 80% of usable data in a company is unstructured.

For example, automating certain accounting or customer relations processes (insurance application form, delivery form on a construction site, social benefits form, social housing, etc. ....) would represent a substantial time saving for employees. Time that can be used for more strategic issues of the company. In particular the digital transformation.

How to carry out these transformations?

Humans4help offers a support program called the 10-25 30 method. The process begins with a 10-day audit phase to map key processes and identify obstacles and areas for improvement.

In order to have the most objective data possible, we do not rely on employee statements. We connect our system to the company's system and the latter reveals the flaws in the processes involved. This avoids subjectivity and ensures that what we say is real.

This allows us to commit to the result. We then estimate that it takes 25 days to implement the changes to be made. Finally, we guarantee a 30% return on investment.

We also offer a solution for the massive processing of company emails. This can be a huge time saver for telecom operators or insurers when managing claims.


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