Two years ago, France-IX reached a crossroads.
The company had grown to keep pace with growth and to build a national infrastructure. More points of presence for optimal coverage: that was the goal.
Except that Internet exchange points have evolved into marketplaces, with interconnection encouraging this kind of use.
As a result, the goal changed too: we had to diversify our portfolio.
That means being able to launch new services through a short, agile process, but also evolving our platform (from single-service to multi-service).
In this context, simple organisational adjustments were not going to be enough: our organisation had to become more agile and more responsive, and the way it worked had to be rethought.
So we moved from a classic pyramid model to a cross-functional structure.
A decision that proved important to:
- strengthen our connection with the field and with our customers’ reality;
- ensure smooth execution of the company’s vision;
- speed up decision-making.
Let’s be honest: a restructuring is an ordeal. In particular, I had to rethink the organisation, which meant major changes (management, working methods, decision-making processes). Between the concerns of the teams and of our sole shareholder (the FRNIX association), and the difficult decisions, it was quite an intense period.
Thanks to transparent internal communication, it was possible to reassure people and rebuild together the France-IX you know today.
And the results speak for themselves! After a phase of centralisation and gradual delegation, our teams have real autonomy and genuine power to act.
In practice, that means greater financial profitability, better use of human resources to face new challenges, new services launched every six months, and a more efficient way of working.
Making such heavy changes was a difficult decision, but one of the best decisions for the company.
About France-IX
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