Transformation & Sociodynamics
Transformation begins on day one
Olivier Mouton, Partner
Transforming requires new ways of doing things, where strategy and culture are inextricably linked.
Saving time, rhythm and energy is at the heart of our approach.
Transformation is not a sequential process: there is no before or after; piloting, maturing, and launching happen simultaneously. It is not a question of waiting until you have thought about the transformation and defined the goal to set the teams in motion. Likewise, you must give yourself time, while knowing how to accelerate at the right moment, when the circumstances are favorable.
Unleash the power of initiative
n a complex world, it is necessary to develop the capacity for initiative and continuous learning of the men and women of the company, with two prerequisites:
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Allow everyone to appropriate the meaning of the action and then to prolong or amplify its effects,
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Developing everyone's autonomy because this is what promotes the spirit of initiative, the ability to imagine the solution and the good behavior to de adopted in the face of the unexpected.
The company is sustainable when employees are proud to be part of it, customers prefer it to others, shareholders choose to invest in it, and external partners work with the company to make it sustainable. Our commitment is to bring client companies to that moment when they generate their own capacity for transformation in a sustainable way.
How can we imagine today to deal separately with the strategic dimension (economic model, structures, processes, etc.) and the cultural and human dimension? ? The simultaneous interweaving of strategy and culture, like the two strands of DNA, gives life to the organization, produces the elements necessary for its functioning, ensures its growth, its defense, its ability to adapt and to endure.
This is why we promote a consulting practice that puts the intelligence of thought and action to the test of reality.
… but not only !
In a world transformed by the digital, the two strands of strategy and culture are now joined by that of technology.
This is why we promote a consulting practice where intelligence of thought and intelligence of action are put to the test of reality.
… but not only !
Governing business transformation
The choice of the word "govern" is deliberate because it evokes the political dimension of the exercise: it is both going to a destination and leading a human community there, it is both guiding and managing. We have developed expertise in three essential areas:
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The Vision - Carried and embodied by the leader, it expresses his political will, inspires, unites and focuses the actions aimed at transforming the organization.
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The program - It enables the transformation of the company to be carried out: choosing the route, navigating in the long term, sometimes by sight (bending the trajectory, perhaps even modifying the vision, depending on changes in the environment and the organization). The program makes it possible to steer the transformation and bring it to life, making many initiatives flourish in its service.
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The governance structure - If governance is first and foremost the leader's business, the question still arises of his "armed wing" in this matter: the bodies and committees that need to be put in place.
"To mature"
The term was inspired by François Jullien (cf. La Revue N°12 ) and what he tells us about the ancient Chinese way of doing things: making sure that nothing is done. In fact, it means
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Evaluate the potential of the situation and make it fruitful by identifying the factors that favor change, by developing everyone's ability to react and adapt.
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Create the conditions for action by addressing culture, belonging, organizational justice... beyond the usual targets of change projects, which are structures, systems, procedures and tools.
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Practice two strategic principles: saving energy and using time.
Acting and getting acted
This is the classic Western approach: the leader is the one who acts proactively to make his or her project a reality. In our approach to transformation, making people act is as important as taking action, i.e., beyond their own action, the leader seeks to get the greatest number of people to act in the right direction. actors within the organization. Getting people to act means releasing and directing the latent energy of individuals. To do this, you need to
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Make action possible: develop the autonomy and capacity for action of employees, especially managers, which means giving them power and knowledge.
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Make the action desirable: generate the motivation to act among the same actors by developing interest and desire.
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Make the action relevant: share the vision, the collective purpose, so that everyone's initiative contributes to the performance of the whole.