The 3 challenges to take up when you want to upset the hierarchy

by bold-lichterman

Frenchweb publishes a passage from delivered by Philippe Dumé, David Briggs, Saad Bennani, Hervé Borensztejn (“Driving change with the ACE method”, Eyrolles, 2016). This book proposes using the ACE method (assimilate-create-engage) to help leaders to implement changes in their companies.

The organization in all its forms

The top down and bottom up management models are experienced with varying degrees of success. And both quickly lose their breath. On the one hand, management teams tire of sending messages that end up diluting as they move down the levels of the organization chart. On the other hand, operational staff are discouraged at not receiving enough feedback on the suggestions they send to their superiors. In the end, these two flows of information end up crossing without ever really meeting, just like those who send them.

Of course, new resolutely participatory organizational models are starting to emerge, particularly in the world of high-tech start-ups, but their deployment remains anecdotal in historical companies which, for their part, are only beginning to question the credibility of the liberated business concept.

In addition to a new, more collaborative organizational model, the pace of transformation will be an increasingly significant source of competitive advantage in the years to come to cope with the speed of the revolutions underway: the challenge of organizations no. It is not so much the performance as the acceleration of the tempo in the execution of the decisions, since it is at the same time to be better placed and faster than the competitors. In other words, it is necessary to be able to move in a shorter timeframe from a strategic direction to the allocation of the necessary resources to this one and to its execution. And this tempo is also important so that the company can adapt, in near real time, its tools and its products to the increasingly rapid demand cycles of the markets.

Experiences and research show that the organizations that succeed in their transformation are those that control the pace of their transformation, by relying on strong values ​​and culture as a common thread, while developing the skills of employees to face the challenges. demands of today’s world.

Three challenges to take up

Understand digital as a force to be mastered

Today, all the staffs reflect, with varying degrees of ambition and success, on the impact of digitization on their business model and their operating system. However, very few are interested in new forms of managerial and behavioral skills as well as the types of post-digitalization organizations in networks that would be necessary for a more agile operation of the company.

Facing increased competition

The growth of world trade is intensifying competition and requires reaching increasingly quickly levels of excellence in order to be able to progress in the markets. However, the methods for setting up operational excellence programs have remained unchanged for decades, with progress that remains marginal and long compared to the real potential for improving the mobilization of operational staff.

Take into account sociological evolution

Beyond the growth of the population, the real debate in the company is the arrival at higher and higher hierarchical levels of a new generation of managers for whom the autonomy and the possibility of putting forward ideas. at the highest level come up against bureaucratic processes, thus reducing the desire to undertake and collaborate with management teams deemed too distant.

The end of baby boom translates into a considerable need for managers for the next five to ten years. However, demography (in the West) shows us that if the populations of sixty-year-olds are important, on the other hand, those of fifty-year-olds are reduced; so that organizations will have to promote a substantial number of 40-year-olds who are still unprepared for these challenges.

“Driving change with the ACE method” Assimilate-Create-Engage
Philippe Dumé, David Briggs, Saad Bennani, Hervé Borensztejn
Eyrolles, 2016
192 pages

Philippe-Dume-David-Briggs-Saad-Bennani-Herve-BorensztejnPhilippe Dumé, a former McKinsey consultant, has held several general management positions within the Alstom group. He has been teaching at HEC Paris for several years on improving industrial performance. He graduated from the London Business School and the University of Manchester (UMIST).

David briggs has held general management positions in international contexts. At Alstom, he has implemented a strategy for the development and global transformation of service activities. He teaches at Neoma on B2B management and marketing.

Herve Borensztejn, Partner of the Leadership Consulting practice of Heidrick & Struggles, created and managed the management of international groups. He is also associate professor at Paris-2 (Panthéon La Sorbonne Assas), executive coach and international speaker. Saad Bennani, transformation and Business ProcessReengineering specialist, co-founded the consulting firm Karistem where he leads numerous transformation missions for large accounts in industry and services.

Read also: François-Xavier Leroux (Deloitte Digital): “Every Executive Committee must now digitize its strategic plan”