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TELELOGIC in FranceTELELOGIC in France

Best in France Case StudyBest in France Case Study

Philip Tabbah, Ryan Connor, Hyun-Sang Choo Philip Tabbah, Ryan Connor, Hyun-Sang Choo HEC MBA January 2005 intakeHEC MBA January 2005 intake

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Executive OverviewExecutive OverviewThe Telelogic GroupThe Telelogic Group– The companyThe company– The cultureThe culture– Mission, Vision & StrategyMission, Vision & Strategy– Market & CustomersMarket & Customers– ProductsProducts

Telelogic FranceTelelogic France– HistoryHistory– Why France?Why France?

AdvantagesAdvantagesDisadvantagesDisadvantages

– Managerial differencesManagerial differences– Adaptations madeAdaptations made

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Executive SummaryExecutive SummaryTelelogic, a publicly listed Swedish IT-company with offices in 17 Telelogic, a publicly listed Swedish IT-company with offices in 17 countries, set up its activity in France in 1996. countries, set up its activity in France in 1996. The main reasons were to gain access to know-how, to strategic The main reasons were to gain access to know-how, to strategic customers and to prepare a south European expansion in line with customers and to prepare a south European expansion in line with the company’s growth targets. the company’s growth targets. After a successful start, the French operations encountered After a successful start, the French operations encountered numerous problems and Telelogic had to restructure the business. numerous problems and Telelogic had to restructure the business. Doing so they encountered several costly and unforeseen Doing so they encountered several costly and unforeseen difficulties, including closing a development lab, that had to be difficulties, including closing a development lab, that had to be managed quite differently in France compared to in other market managed quite differently in France compared to in other market divisions.divisions.Despite this, Telelogic’s French sales division, is today a growing Despite this, Telelogic’s French sales division, is today a growing and profitable business unit. Some of their customers, large and profitable business unit. Some of their customers, large French multinationals, are strategic customers to the Telelogic French multinationals, are strategic customers to the Telelogic group.group.We advice companies that want to set up a business in France to We advice companies that want to set up a business in France to investigate not only the business potential but also the investigate not only the business potential but also the legal, cost, legal, cost, organizational and cultural constrainsorganizational and cultural constrains. .

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The Telelogic GroupThe Telelogic Group

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The Company The Company Telelogic is a world-leading supplier of development tools and Telelogic is a world-leading supplier of development tools and solutions for advanced systems and software development that help solutions for advanced systems and software development that help customers automate their development lifecycle. customers automate their development lifecycle.

Telelogic's solutions make development of systems and software Telelogic's solutions make development of systems and software faster, less labor-intensive, and more cost-effective and reliable. faster, less labor-intensive, and more cost-effective and reliable.

Telelogic had sales of SEK 1037 million (M€ 110) in 2004, and employs Telelogic had sales of SEK 1037 million (M€ 110) in 2004, and employs more than 750 people throughout the world. more than 750 people throughout the world.

Telelogic has offices in 17 countries in North America, Europe and Telelogic has offices in 17 countries in North America, Europe and Asia. Asia.

The company was founded in 1983 and was listed on the Stockholm The company was founded in 1983 and was listed on the Stockholm Exchange in March 1999. It is included on the Attract-40 O-List. Exchange in March 1999. It is included on the Attract-40 O-List.

In 2004 Telelogic Ranked as the 7th Most Influential Company in In 2004 Telelogic Ranked as the 7th Most Influential Company in Application Development according to Computer Business Review, Application Development according to Computer Business Review, right after giants as Microsoft, IBM, Oracle and Sun.right after giants as Microsoft, IBM, Oracle and Sun.

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The Culture – five fundamental The Culture – five fundamental principles principles

PassionPassionWe give 100 percent! We take full responsibility and we deliver what weWe give 100 percent! We take full responsibility and we deliver what wehave promised, in time. We take personal initiative and learn from both our mistakes and have promised, in time. We take personal initiative and learn from both our mistakes and our successes.our successes.

SpeedSpeedThe business environment is changing rapidly and we must change with it.The business environment is changing rapidly and we must change with it.Accordingly, we have a sense of urgency in everything we do. Speed is aAccordingly, we have a sense of urgency in everything we do. Speed is anecessity. Our definition of speed is: Faster than yesterday and faster thannecessity. Our definition of speed is: Faster than yesterday and faster thanthe competition.the competition.

Do the right thingDo the right thingWe do the right things. Doing the right things is a matter of survival. OurWe do the right things. Doing the right things is a matter of survival. Ourdefinition of right: That which gives added value to our customers anddefinition of right: That which gives added value to our customers andstockholders.stockholders.

QualityQualityWe do everything with quality. Quality is a way of life and an attitude.We do everything with quality. Quality is a way of life and an attitude.Quality must permeate everything. To us, quality means that the things we deliver work, Quality must permeate everything. To us, quality means that the things we deliver work, are correct and are better than anything the competition can achieve.are correct and are better than anything the competition can achieve.

Excellence and funExcellence and funWe constantly look for the fun and the unique. To us, work isn't just aWe constantly look for the fun and the unique. To us, work isn't just ajob; it is something that enriches us as individuals. Creating anjob; it is something that enriches us as individuals. Creating anenvironment that feeds ingenuity and job satisfaction is one of our greatest challenges.environment that feeds ingenuity and job satisfaction is one of our greatest challenges.

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Mission statement, Vision and StrategyMission statement, Vision and Strategy

MissionMission– We help each customer to succeed the first time by automating the We help each customer to succeed the first time by automating the

systems and software development lifecycle, through proven, state-of-systems and software development lifecycle, through proven, state-of-the-art tools that reduce time-to-market and improve quality.the-art tools that reduce time-to-market and improve quality.

VisionVision– To be the choice of solutions for companies and engineers developing To be the choice of solutions for companies and engineers developing

advanced systems and software.advanced systems and software.StrategiesStrategies– To provide requirements driven solutions to help automate the To provide requirements driven solutions to help automate the

development lifecycle development lifecycle – To strengthen the position of DOORS, SYNERGY and TAU as the leading To strengthen the position of DOORS, SYNERGY and TAU as the leading

tools in their respective fields tools in their respective fields – To target customers requiring extended functionality for large-scale To target customers requiring extended functionality for large-scale

and distributed development challenges and distributed development challenges – To build strategic relationships with key accounts To build strategic relationships with key accounts – To build strong partnerships to extend our offering and the channels to To build strong partnerships to extend our offering and the channels to

market market – To continue improve the organization’s productivity To continue improve the organization’s productivity – To implement concrete growth strategies in selected areas To implement concrete growth strategies in selected areas – To attract and develop individuals with exceptional attitude and skills To attract and develop individuals with exceptional attitude and skills

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Global organizationGlobal organization

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Organizational designOrganizational design

Decentralized control and local responsibility are key Decentralized control and local responsibility are key factors in Telelogic's organizational model which places factors in Telelogic's organizational model which places demands on management, both centrally and locally, but demands on management, both centrally and locally, but also provides room for individual initiative. Telelogic's also provides room for individual initiative. Telelogic's operations are divided into three major groups: Market operations are divided into three major groups: Market divisions, Products & Technology, and Corporate functions.divisions, Products & Technology, and Corporate functions.

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The Market The Market

Telelogic is presently one of just three companies in the world that can Telelogic is presently one of just three companies in the world that can provide tools and solutions for the entire development lifecycle. provide tools and solutions for the entire development lifecycle.

Telelogic has a market leading position in the area of advanced Telelogic has a market leading position in the area of advanced systems and software development. Telelogic DOORS is the market systems and software development. Telelogic DOORS is the market leader in all markets. Telelogic TAU and Telelogic SYNERGY have leader in all markets. Telelogic TAU and Telelogic SYNERGY have strong positions in the areas of advanced software development. strong positions in the areas of advanced software development.

Distinguishing characteristics of Telelogic's tools are that they are Distinguishing characteristics of Telelogic's tools are that they are especially well-suited for large-scale development projects for highly especially well-suited for large-scale development projects for highly complex, advanced systems and software, often with geographically complex, advanced systems and software, often with geographically dispersed development teams. dispersed development teams.

Traditionally, Europe has generated the bulk of the revenues. Major Traditionally, Europe has generated the bulk of the revenues. Major expansion and strong growth in the US and Asia in recent years have expansion and strong growth in the US and Asia in recent years have reduced Telelogic's dependence on individual markets. In 2003, 51% reduced Telelogic's dependence on individual markets. In 2003, 51% of the revenue was generated in Europe, 38% in Americas and 11% in of the revenue was generated in Europe, 38% in Americas and 11% in Asia.Asia.

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The CustomersThe Customers

Telelogic's core customer base is composed of leading companies Telelogic's core customer base is composed of leading companies within a number of sectors at the forefront of technological within a number of sectors at the forefront of technological development. These customers conduct advanced development development. These customers conduct advanced development projects using the latest technology, thus placing considerable projects using the latest technology, thus placing considerable demands on Telelogic's products. demands on Telelogic's products.

Historically the majority of Telelogic's revenues have derived from Historically the majority of Telelogic's revenues have derived from the telecom sector. In recent years however, Telelogic has the telecom sector. In recent years however, Telelogic has broadened its customer base to include industrial segments with broadened its customer base to include industrial segments with similar demands for the development of complex systems and similar demands for the development of complex systems and software, such as the aerospace/defense industry, the automotive software, such as the aerospace/defense industry, the automotive industry, and the banking, finance and insurance industry. industry, and the banking, finance and insurance industry.

Telelogic has a strong customer base of the leading companies in Telelogic has a strong customer base of the leading companies in each respective industry segment. These include Alcatel, BAE each respective industry segment. These include Alcatel, BAE SYSTEMS, BMW, Boeing, DaimlerChrysler, Deutsche Bank, SYSTEMS, BMW, Boeing, DaimlerChrysler, Deutsche Bank, Ericsson, General Motors, Lockheed Martin, Motorola, NEC, Nokia, Ericsson, General Motors, Lockheed Martin, Motorola, NEC, Nokia, Philips, Siemens and Thales. Philips, Siemens and Thales.

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Customer Development IssuesCustomer Development Issues

“Too much of our development is manual and unpredictable; how far can we automate the development process?”

“We can’t afford a system crash at 35,000ft; is 100% reliability realistic?”

“Business changes drive our development process; can we gain greater visibility over the whole lifecycle?”

“Too many projects overrun and over-spend; can we accelerate end-to-end development times?”

“Every team works isolated from the others; how do we improve communication throughout a project?”

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Productivity “Time-to-market was cut from 15 months to 3.” “Regarding the quality of implementation, it can hardly get any better than zero faults.” Ericsson

Reliability “We have not found a single error.” Motorola

Predictability“Telelogic saves developers 20 hours each week and improves the quality… It is solid, dependable and we’ve been able to set up

automated, repeatable processes.” Hewitt Associates

Key factors in a challenging market

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A Telelogic Customer’s VisionA Telelogic Customer’s Vision

VP of major manufacturer VP of major manufacturer says it takes 18-26 months says it takes 18-26 months today from specification to today from specification to manufacturingmanufacturing

His vision is to reduce that His vision is to reduce that to:to:– 6 months within the next 6 months within the next

1-2 years1-2 years– 1 month within the next 1 month within the next

3-5 years3-5 years– 1 day within the next 5-8 1 day within the next 5-8

years!years!

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Communications Military/Aerospace Automotive Finance, IT and more

Customers per segmentCustomers per segment

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33%

10%

6%

25%26%

Telecom

Defense/Aerospace

Auto

Finance

Others

Breakdown of business (by industry)Breakdown of business (by industry)

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ProductsProducts && ServicesServices

Telelogic DOORS - The world's leading requirements management tool for capturing and managing all the requirements that define the developed product.

Telelogic TAU - A complete development environment for analysis, design, modeling and implementation of advanced systems and software.

Telelogic SYNERGY - A tool family for managing changes, various versions and configurations as well as documentation of development projects.

Services - Telelogic also offers consulting and training services to make it easier for customers to quickly begin using the tools and implementing them in their development environments

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23%

29%

48% Doors

TAU

Synergy

Breakdown of business (by product)Breakdown of business (by product)

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License & Maintenance RevenueLicense & Maintenance Revenue

at constant exchangeat constant exchange rate rateTotal RevenueTotal Revenue

in SEKin SEK

•FY Revenue 1039.3 MSEK; +11% in SEK, +15% in local currency

2020

TelelogicTelelogic in in FranceFrance

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HistoryHistoryDecember 1996December 1996– Sales branch establishedSales branch established

January 1999 January 1999 – Establish a subsidiary (Société Anonyme) through Establish a subsidiary (Société Anonyme) through

acquisition of Objectif SA which becomes Telelogic France acquisition of Objectif SA which becomes Telelogic France SASA

December 1999December 1999– Telelogic acquires Verilog SA based in Toulouse and Telelogic acquires Verilog SA based in Toulouse and

creates Telelogic Technologies Toulouse SAcreates Telelogic Technologies Toulouse SA

2001 Telelogic France SA merges with QSS EURL 2001 Telelogic France SA merges with QSS EURL and Continuus SARL and moves from La Defense and Continuus SARL and moves from La Defense to the current premises in Courtaboeuf.to the current premises in Courtaboeuf.

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Telelogic’s French organizationTelelogic’s French organization

Telelogic France SATelelogic France SA

– Sales division of Sales division of Telelogic responsible for Telelogic responsible for selling all of Telelogic’s selling all of Telelogic’s products and services in products and services in France, Belgium, France, Belgium, Luxemburg and French Luxemburg and French speaking Switzerland. speaking Switzerland. Telelogic France has the Telelogic France has the exclusive distribution exclusive distribution rights for these marketsrights for these markets

Telelogic Technologies Telelogic Technologies Toulouse SAToulouse SA

– Previously competitor Previously competitor called Verilog SA acquired called Verilog SA acquired from Groupe CS by from Groupe CS by Telelogic in Dec 1999.Telelogic in Dec 1999.

– Becomes one of two Becomes one of two development sites that development sites that developed the 2developed the 2ndnd Generation of Telelogics Generation of Telelogics modeling and designing modeling and designing tool family – TAU G2tool family – TAU G2

– Site was closed in 2003 Site was closed in 2003 for restructuring purposesfor restructuring purposes

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EvolutionEvolution

Today 10% of Group salesToday 10% of Group sales

South European HeadquarterSouth European Headquarter

Know how in modeling development toolsKnow how in modeling development tools

Strategic Customers inStrategic Customers in– Telecom (Alcatel, Sagem)Telecom (Alcatel, Sagem)– Aerospace/Defense (Airbus, Thales)Aerospace/Defense (Airbus, Thales)– Automotive (PSA, Valeo)Automotive (PSA, Valeo)

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Evolution within the French Evolution within the French MarketMarket

0

10

20

30

40

50

60

70

80

90

# of Employees

Telelogic's Evolution of Employees since inception into France

0

2000

4000

6000

8000

10000

12000

'000 Euros

Telelogic's Evolution of Revenues Since Inception into France

-

50

100

150

200

250

300

Telelogic's Evolution of Revenue per Employee(in '000 euros) Since

Inception into France

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Why France? – Key BenefitsWhy France? – Key Benefits

1.1. Acquire Technology & Know howAcquire Technology & Know how

2.2. Support current strategic customers Support current strategic customers French operationsFrench operations

3.3. Local sales office necessity to address Local sales office necessity to address French strategic accountsFrench strategic accounts

4.4. Step 1 in South European roll-outStep 1 in South European roll-out

5.5. Coherent with growth strategyCoherent with growth strategy

6.6. Governmental subsidiesGovernmental subsidies

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1. Acquire technology and know-1. Acquire technology and know-howhow

In 1999 Telelogic acquired a French In 1999 Telelogic acquired a French competitor called Verilog in order to:competitor called Verilog in order to:

– Gain access to state-of-the-art technology in Gain access to state-of-the-art technology in terms of existing productsterms of existing products

– Gain access to highly skilled software Gain access to highly skilled software development engineers to participate in the development engineers to participate in the development of the 2development of the 2ndnd generation of its generation of its modeling and designing tools. modeling and designing tools.

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2. Closeness to 2. Closeness to newnew strategic strategic customerscustomers

Telelogic created a local presence in Telelogic created a local presence in France in order to penetrate global France in order to penetrate global accounts who are French based such as accounts who are French based such as Alcatel and France TelecomAlcatel and France Telecom

Through the Verilog acquisition Telelogic Through the Verilog acquisition Telelogic expands both its geographical and expands both its geographical and industrial presence in France to include industrial presence in France to include Toulouse and the Aerospace/Defense Toulouse and the Aerospace/Defense sector. In Toulouse customers like Airbus, sector. In Toulouse customers like Airbus, Astrium and Alcatel Space are located. Astrium and Alcatel Space are located.

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3. Closeness to 3. Closeness to currentcurrent strategic strategic customerscustomers

Telelogic’s clients who are all large Telelogic’s clients who are all large international enterprises all have international enterprises all have numerous development site across the numerous development site across the world. Therefore they all demand local world. Therefore they all demand local support to their local development labs. support to their local development labs. Local presence is therefore an important Local presence is therefore an important parameter in order for Telelogic to satisfy parameter in order for Telelogic to satisfy customer needs of world wide support.customer needs of world wide support.In France Teleogic is working very closely In France Teleogic is working very closely with the local development labs of several with the local development labs of several multinationals such as HP, Philips, Texas multinationals such as HP, Philips, Texas Instruments and Siemens.Instruments and Siemens.

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4. Step 1 in South European 4. Step 1 in South European expansionexpansion

For a Swedish company the natural For a Swedish company the natural geographical expansion to South Europe geographical expansion to South Europe goes via France. It is important to first gain goes via France. It is important to first gain market knowledge in France as the closest market knowledge in France as the closest Latin market to Sweden. It was thus Latin market to Sweden. It was thus important to establish a European base important to establish a European base camp in France that would support local camp in France that would support local sales offices in Italy and Spain. sales offices in Italy and Spain.

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5.Growth5.Growth

Telelogic was looking at rapid Telelogic was looking at rapid expansion to reach critical mass, expansion to reach critical mass, which is important in their Industry.which is important in their Industry.

Geographical expansion into France Geographical expansion into France and South Europe was a lead in this and South Europe was a lead in this strategy strategy

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6. Governmental subsidies6. Governmental subsidies

Telelogic received Governmental Telelogic received Governmental subsidies from European and French subsidies from European and French organizations such as the organizations such as the ITEA or ITEA or DGITIPDGITIP

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Group culture vs local cultureGroup culture vs local culture

Cultural differences France vs Cultural differences France vs SwedenSweden– Hofstede model of culture- Modal Hofstede model of culture- Modal

personality – dominant values in a personality – dominant values in a countrycountry

Sense of UrgencySense of Urgency

Excellence & FunExcellence & Fun

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Cultural Differences Cultural Differences France vs SwedenFrance vs Sweden

The Swedish The Swedish ManagerManagerDemocratic/Consensus Democratic/Consensus seekingseekingInformal Informal Gives recommendations or Gives recommendations or guidelinesguidelinesDelegatesDelegatesStatus professional Status professional experience, Self made manexperience, Self made manSpecialistSpecialistLinear active (one task after Linear active (one task after the other, organizes the the other, organizes the agenda). agenda). Works fixed hoursWorks fixed hoursPunctualPunctualIntrovertIntrovertGets information from dataGets information from data

The French ManagerAutocratic Middle management consultative Decision based on logicMakes decisions – errors tolerated Formal (Greeting, addressing)Expect that staff knows what to do since logic is evident.Status: Age, Education, Family, Professional Qualification, EloquenceHigh Academic Education levelGeneralistMulti active (handles several issues at the same time)Extrovert Gets information orally

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AdaptationsAdaptations

Swedish managerSwedish managerCommission planCommission planGo through Works CouncilGo through Works CouncilMotivation – “above and beyond”Motivation – “above and beyond”HR policiesHR policies– Annual reviewsAnnual reviews– Recruitment:Attraction – selection cycleRecruitment:Attraction – selection cycle

Individual pay not collectiveIndividual pay not collectiveCommunicate in EnglishCommunicate in English

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Constrains – 3 typesConstrains – 3 types

1.1.Structural cost constrainsStructural cost constrains

2.2.Organizational & legal constraintsOrganizational & legal constraints

3.3.Cultural constraintsCultural constraints

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1. Structural cost constrains1. Structural cost constrains

Cost of living / RentCost of living / Rent

Social chargesSocial charges

Management - ExpatsManagement - Expats

35h week35h week

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2. Organizational and legal 2. Organizational and legal constraintsconstraints

Labor law Labor law – Mobility clauses, organizational Mobility clauses, organizational

flexibilityflexibility– Non competition clausesNon competition clauses– Restructuring plansRestructuring plans– Harmonization of work contracts when Harmonization of work contracts when

mergingmergingLabor inspection /Ministry of LaborLabor inspection /Ministry of Labor– Protected employeesProtected employees

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3.Cultural constraints3.Cultural constraints

Settling conflictsSettling conflicts– Works councilWorks council

PracticesPractices– Negotiate DeparturesNegotiate Departures– Notice period paid but not executedNotice period paid but not executed

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Conclusions, Learnings and Conclusions, Learnings and AdviceAdvice

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French Success story – French Success story – Thales’ Experiences with TelelogicThales’ Experiences with Telelogic

Telelogic has helped in the development of a Telelogic has helped in the development of a powerful requirements management powerful requirements management strategy that will save us time and money.”strategy that will save us time and money.”

Thales is one of the worldThales is one of the world’’s leading supps leading suppllier of ier of elecelecttronic systems, active in aerospace, defensronic systems, active in aerospace, defensee and IT solutions. The Thales Optronics division and IT solutions. The Thales Optronics division deployed deployed Telelogic DOORS to help establish best Telelogic DOORS to help establish best practice systems engineering processes. DOORS practice systems engineering processes. DOORS has made has made rrequirements management moreequirements management more visiblvisiblee, improved , improved rrequirements traceabilityequirements traceability and and reduced the time froreduced the time fromm requirements to design. requirements to design. The company is now benefiting from increased The company is now benefiting from increased control, better visibility and enhanced client and control, better visibility and enhanced client and user confidence across a variety of key projects.user confidence across a variety of key projects.

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Learnings from France to Telelogic Learnings from France to Telelogic group levelgroup level

TrainingsTrainings

Job descriptions Job descriptions

Company policy and employee hand Company policy and employee hand book. (Reglement interieur)book. (Reglement interieur)

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Advice before setting up a businessAdvice before setting up a business

Look at issues related to work conditions and Look at issues related to work conditions and labor law before labor law before – Work contractsWork contracts– Syndicates and Works councilSyndicates and Works council– Working hours Working hours

Calculate real cost of laborCalculate real cost of labor– Include social charges, health insurance, trainings, meal Include social charges, health insurance, trainings, meal

allowances, various taxes, working hours…allowances, various taxes, working hours…

Know and respect cultural differencesKnow and respect cultural differences– Don’t save in on expertise advise (legal, tax, labor)Don’t save in on expertise advise (legal, tax, labor)

SubsidiariesSubsidiaries– Taxes reductions, employmentTaxes reductions, employment

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Future investments in EuropeFuture investments in EuropeEastern Europe (Russia,Romania)Eastern Europe (Russia,Romania)– Subcontracting contracts for specific software modulesSubcontracting contracts for specific software modules– Cheap and relatively skilled laborCheap and relatively skilled labor

IrelandIreland– European support centersEuropean support centers

SwedenSweden– Project managementProject management

Close to HQClose to HQClose to UniversitiesClose to UniversitiesSkilled laborSkilled labor

ScotlandScotland– Doors labDoors lab Few or No new recruitments planned. However, in 2004 a 4th Few or No new recruitments planned. However, in 2004 a 4th

development lab was set up in bangalore India. development lab was set up in bangalore India. – Easy access to skilled labor Easy access to skilled labor – Very low costsVery low costs– Flexible labor lawsFlexible labor laws

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We thank:We thank:Hakan Tjärnemo – CFO Telelogic Hakan Tjärnemo – CFO Telelogic

hakan.tjarnemo@telelogic.comhakan.tjarnemo@telelogic.com

Eric Lundquist – Senior VP Telelogic South EuropeEric Lundquist – Senior VP Telelogic South EuropeEric.lundquist@telelogic.comEric.lundquist@telelogic.com

Armel Etienne – Finance & HR Director Telelogic Armel Etienne – Finance & HR Director Telelogic FranceFranceArmel.etienne@telelogic.comArmel.etienne@telelogic.com

Me Pierre-Henri D’Ornano (Telelogic Legal advisor Me Pierre-Henri D’Ornano (Telelogic Legal advisor in France)in France)pho@brl-avocats.compho@brl-avocats.com

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BibliographyBibliography

When Cultures Collide - Richard When Cultures Collide - Richard LewisLewis

Organizational Behavior – Henry TosiOrganizational Behavior – Henry Tosi

Telelogic Annual Reports – 1999-Telelogic Annual Reports – 1999-20042004