To bring the solutions people need, it’s not enough to be a distributor. Tomorrow, we might need to be a service platform, an expertise platform, a platform for sharing know-how and DIY. Tomorrow might be about putting people in contact with one another, and we can say that perhaps, on some projects, we are no longer just distributors because it’s not enough to meet people’s needs. How did you initiate this transformation of your model? Véronique, when she became the CEO of Castorama, she looked around then forced her management committee to be out reporting. She gave a framework for interviews to be conducted, saying that “for the next management committee, I’d like each one of you to visit the house of someone with a pending, ongoing or anticipated project and to describe it, and… to explain what needs to be solved, what is motivating the project or slowing it down, etc.” This was a very simple set of questions. They came back from reporting and their first reaction was to ask themselves: “Firstly, we never thought it was like that”. Then they said “actually, many projects never even start, which means that there is unexploited potential” then they went into that reasoning by saying that “actually, we don’t give the right answers. There is potential, we don’t exploit it because, in fact, we are not giving answers to the right questions.” Concerning bathroom projects, we were able to identify that 40% of them are abandoned because this type of project means something to them. They realised that “if 40% of projects are abandoned, considering the turnover we’re already making on bathrooms” the potential is enormous”, and so they asked “But why do they abandon the project?” They never thought about the fact that, what is complicated with bathroom projects, it’s simply the fact that, for most people, in the majority, they cannot wash during the bathroom renovation works, because they only have one bathroom. Has starting from people’s experience also had an impact on the organization of the company? Again, thinking about an issue, based on users’ experience, helps enormously because it makes it possible to avoid silos and pitfalls. We manage to formulate what the problems are and then it’s easier to say “look, let’s create a task force to deal with it”. As opposed to, if it comes from the sales management team or the marketing management team, it won’t go any further. This soft science is a slow science. And I know that our CEO accepts this, because I saw her when I launched the bathroom project, she was still working with Casto at the time, she didn’t know she was going to be appointed with Kingfisher, and she said to me “don’t rush this study because the decisions we’re going to make for the next five years are based on this bathroom project, which can take an extra two months if needed.” What about the culture and vision of the company? We aroused their curiosity a little, which they no longer had in their indicators, in their processes because our company is so focused on performance, on the process, that in fact people forget the raison d’être of the profession. And I think that they are experiencing that again and are enjoying it; they’re actually rediscovering the human side of things, which is the raison d’être of our profession.