Schneider Electric (SE) is a major actor in industrial transformation. Its activities, carried out in the form of complex projects, generate significant data flows, which the company seeks to exploit in the form of feedback.
This practice consists in drawing lessons from the events that occur during the course of these projects, in order to capitalize on knowledge that can be reused in the future. At SE, REX is an operational management tool, consisting of three key stages (capitalization, treatment and exploitation), which takes into account the role of the actors and the diversity of practices in order to highlight the various roles REX plays in the organization, for employees and partners. At SE, REX is seen as an organizational learning process designed to maximize the company's performance.

The case presents REX as a performant leverage. It is structured in 2 parts. The first part presents REX as a management tool anchored in the France Automation Center, and its various roles within SE. The second part presents REX as part of an organizational learning process that acts on the company's memory and optimizes reporting, control, quality and customer satisfaction, while reinforcing surveillance and monitoring with the intention of continuously improving practices.

The appendices are conceptual elements designed to help participants answer the questions posed in the REX case study. They include information on the company, France Automation, the customercentric strategy, the digital community and the conceptual approach to VUCA model.