INTERVIEW up. It has a multiplying effect. If there are 38,000 of us working at the company, I’d like to think that more than 20,000 of us are already believers, that we’re cat-alysts of that cultural change. Does this carry over outside the company? Sometimes technology scares us because it confronts us with unfamil-iar challenges, it takes us out of our comfort zone. But we’re actually achieving just the opposite. It’s bringing us closer to our clients than ever. Signing a contract can be difficult. It’s hard to describe a project’s technical aspects, but when you open the client’s eyes to how the tech-nology can help them, the conversation flows. It’s embraced, because by now we’re all aware of the need to digitalize. We put ourselves in the shoes of someone who has to ensure a water supply 365 days a year, we discuss their needs in a relatable way, step by step, sometimes without mentioning a single technical term. It’s not necessary. And when the solution is implemented and that client really experiences it, the link gets stronger. We start to work together on other change projects. The same is true of our partners and the value chain. We stimulate their dig-italization so they’ll be more productive, more streamlined and more innovative, and then they help us to be more productive, more stream-lined and innovative. We form a collaborative ecosystem and in addition to change, we manage another crucial factor: speed. Only a reasonable pace tailored to each client can truly consolidate the transformation. How is infrastructure evolving in that change? When you digitalize a project, you’re bringing it to life. You have past data, projections; it’s a big leap forward. With so much up-to-the-min-ute information, you can optimize everything. What’s more, clients are starting to demand this. We don’t just make a bridge, we make a dig- “AS A COMPANY, WE’LL BE MORE DYNAMIC AND TECHNOLOGICAL, MORE SUSTAINABLE, MORE COLLABORATIVE, MORE ADMIRED”