“Develop team agility and reconsider how I manage my organization”
First French phone operator
“How to optimize your approach to change”
Charlotte FAMY et Jean-Bernard MORVAN
Saint-Gobain Weber France
“Bringing our natural leaders”
CHRONO Flex Group
French pioneer in liberated organizations
Nejma OUADI, Orange
Telecommunications is a fast-moving segment and the ability to adapt and rapidly respond to new business priorities as they arise is critical. We need to involve absolutely everybody for this purpose, at all hierarchical levels, taking co-construction methods a major step farther.
I met Alexandre at an inter-company seminar over a year ago now. He shared his experience with us at this seminar, and I came away eager to launch a similar process with my own management team. I naturally contacted him for support in this new journey.
We worked together for several months, initially discussing the meaning of our approach, our deeper convictions, the values driving us and how we intended to work with our teams to develop new working methods based on co-construction and collective principles.
This shared approach confirmed our close relations and collective management principles. People showed their true colours, far more than I had dared dream, and our collective strength was reinforced. Beyond this benefit, we progressively changed our management practices, and started to test many points with our unit, with contributions from all of our employees, something we continue to do.
This approach allowed me to personally rethink my management practices in depth. The process was sometimes uncomfortable, as I had to question some of my own beliefs…. I still reconsider my working practices today, moving forward step by step with my teams… and my general impression is that I am stronger for it, calmer, in sync…
Are you aiming to launch an in-depth restructuring process for your organization, in line with your vision and values?
Charlotte Famy et Jean-Bernard Morvan, Saint-Gobain Weber France
When we joined the firm just over three years ago, it was nicknamed the sleeping beauty! We decided that a few changes were critical to keep up with a fast-moving world!
We opted for a new management style to simplify the organization, reduce the number of management levels and grant greater levels of responsibility throughout. On this basis, we adopted a regional structure for Weber with more independent regions, each with their own income statements. These regions are closer to our customers and the market, with a very local construction trend. We also aimed to manage by providing support rather than making decisions. The key factor, which we worked on via the Executive Board, was ensuring that teams were responsible for their acts and managers let go.
Once this foundation layer was in place, we monitored how to transform corporate management. We met with a certain number of individuals, who had already started corporate transformation processes (particularly within the Saint-Gobain Group), and we were put in contact with Alexandre Gérard, who came to share his experience with CHRONO Flex and the inov-On group with some Executive Board members. This was the starting point for us, as this testimonial was something of a surprise and provided a bit of a wake-up call! We realized that we could make long-term changes to a company (clearly with the right tools, words alone are not enough).
Alexandre and Sophie then provided their support for our Executive Board for just over one year, aiming to deploy the necessary tools, establish the right culture and ensure the awareness of our company director of the factors involved in this transformation process.“
If you would like us to come visit you to ensure the awareness of your teams, or would prefer for your teams to travel to our site for a full immersion experience, contact us!
Lise Couillaud, CHRONO Flex Group
We support managers intending to act as leaders by helping them to adapt their attitude, aiming to lead their teams differently, targeting greater levels of independence and both individual and collective responsibility.
Our goal is to provide Leading Managers with the tools they need to lead and facilitate relations, ensuring they feel relaxed, equipped and confident when playing this role. Leading Managers must guide their teams towards a cohesive whole, collective performance and success, while driving to ensure that each individual is satisfied and achieves their career goals. This role is decisive and a high-impact factor. By following these pathways, leaders can benefit from the support of a growing community, ensuring future progress hand in hand. We adapt pathway content to the pre-determined needs and expectations as far as possible.
This collective approach complements the personal efforts made by each leader to adjust their attitudes and leadership capabilities. Finally, we work on the principle that the ultimate role of a leader is to guide the leaders of the future.
Learn to lead rather than manage, learn to actively develop confidence and encourage shared responsibility in your team.