FIVE MINUTES WITH... S TEPHEN CHADWICK
UK business leaders – ourselves included – must work to ensure that the UK does not become an insular society. We must continue to look outwards and ask ourselves how can we leverage the situation and how can we make connections with the whole world?
capacity or bring in a niche capability from outside – usually
not changed the way that we deal with our customers and the
from companies that we have worked with for many years.
way they deal with us – either in the UK, or in any of the other
This means that we have been incredibly acquisitive over the
European countries that I am responsible for.
last couple of years, and I expect this to continue as part of our innovation goal.
Saying that, UK business leaders – ourselves included – must work to ensure that the UK does not become an insular
Our long-term strategy is to have the best capabilities in all
society. We must continue to look outwards and ask ourselves
of our sectors. Money has been set aside at the group level to
how can we leverage the situation and how can we make
allow us to pursue that strategy.
better connections with the whole world? We all need to work together to ensure that we make the best of the situation
How has this shaped your priorities for 2017?
Our acquisitions remain as thriving businesses themselves, but we also enable them to flourish within the Dassault Systèmes
What does your membership to the French Chamber of
family and to create their own markets too.
Great Britain give you?
However, for 2017 – and beyond, to 2021 – the focus is
Being a member of the Chamber helps us to better perform as
on driving our 3DEXPERIENCE Platform and its capabilities.
a business. Connecting with likeminded individuals challenges
Whether it’s a new shampoo or a new aircraft, we want to help
us to be better. Meeting others offers me a different lens
clients use data and our applications to model the future. We
through which I can look at what we are doing at Dassault
can help our clients to significantly cut back their innovation
Systèmes, as well as what the UK is doing in a wider context.
pipelines for new products coming to market, and streamline
This dialogue and exchange of views is very valuable.
The French Chamber is also an important association for us to be a part of because we need to sensitise people that
How has Brexit affected Dassault Systèmes?
Dassault Systèmes is a company that goes far beyond product
Brexit was a shock for the business community in the UK
lifecycle management and change how we are perceived in
as, collectively, we expected that it would go the other way.
the UK. Our membership helps us to leverage our brand, gain
However, from Dassault Systèmes’ perspective, I haven’t
insights and share knowledge. I
seen any direct impact today and it's too early to make any
Interview by JH
assumptions for the future. The EU Referendum result has
DASSAULT SYSTÈMES FACTS AND FIGURES • Global employees: 14,700
• Global revenue: €2.9bn in FY2015
• UK offices: 5
• Number of brands: 11
• UK key sectors: Automotive, aerospace, manufacturing
• Market position: Second-largest software company in Europe
- january / february 2017 - 13