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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?

we’re in.

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.

their business.

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

info

- january / february 2017 - 13

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