Économie d'entreprise.docx

Économie d’entreprise Study guide Chapitre 1 – Alignement organisationnel Qu’est-ce que le leadership ? Vision et style Résolution de problèmes Problème du pompier réactif : orientation stratégique Identifier les points d’ancrage clés pour diriger votre organisation de manière stratégique By aligning each element of your organization with a focused set of key capabilities, you can ensure that your organization is executing its management strategy. • Que signifie le mot “organisation” ? Organon : Aristote a utilisé ce mot pour désigner un instrument de logique ou un corps. To designate an instrument of logic or a body. Organisation : Instrument pour atteindre un objectif particulier, Corps composé de multiples éléments. An instrument for achieving a particular goal, body composed of multiple elements Il y a 4 éléments que sont : Sang = personnes. Ce sont les individus qui sont le moteur de toute organisation. Blood = people. Individuals are the driving force of any organization. Squelette = structure de l’organisation. Organigramme de l’entreprise, description des rôles, voies hiérarchiques. Skeleton = structure of the organization. Organization chart of the company, description of roles, hierarchical lines. Génome = culture. Il s’agit de la composition génétique qui prédispose une personne à certains traits (Personne introvertie, extravertie, flexible...). Genome = culture. This is the genetic makeup that predisposes a person to certain traits (introverted, extroverted, flexible...). Hypothalamus = Systèmes. Lorsque l'hypothalamus sent que le corps devient trop chaud, il envoie des signaux aux glandes sudoripares pour aider le corps à se refroidir. Hypothalamus = Systems. When the hypothalamus feels that the body is getting too hot, it sends signals to the sweat glands to help the body cool down. Key Elements of an Organization - Principaux éléments d’une entreprise - The specific configuration of these four elements of the organization is often called organizational architecture or organizational design. - Not to be confused with organizational structure. Systèmes Culture Ressources humaines Structure Alignement organisationnel : Organizational alignment: alignment between the key elements of the organization and the key capabilities it needs to achieve its strategic objective. So basically the 4 key elements and the capacite clés must achieve the strategic objective and all this connection is what the organizational alignment is. The reason organizational alignment is important is that misalignment can cause serious problems. If the 4 key elements don’t work together with the key capabilities, there will be a huge problem and the strategic success won’t work. - Objectives: - Learn to diagnose the extent to which your organization is ready to implement successfully implement its strategy - Develop a plan to overcome any organizational misalignment and develop the key capabilities the organization needs to succeed Importance of key capabilities – Importance des capacités clés Qu’est‐ce la stratégie ? Créer une vision A business strategy is the expression of a business plan. It is a way to define the company's goals through precise objectives and priorities for resource allocation. Example: The key capabilities that a university must have to differentiate itself from others are defined by curricular innovation: - Ability to attract and retain the best faculty. - Ability to attract and retain the best researchers. - Defining excellent relationships with employers. - Define excellent relationships with alumni. - Develop excellent marketing to attract the best students. Key capabilities are important because they: - form the basis for a sustainable competitive advantage because they are difficult to copy, - teachers continually update their courses in a coordinated manner, - creativity in finding new pedagogical approaches, - interaction with industry to keep up with changing employer needs, - interaction with students to assess what works well and what doesn't Directing the company to areas where it needs to be truly performance - Starbucks had serious problems when it campaigned for growth at the expense of its original purpose. - The original goal was to provide personalized customer service and to maintain a close relationship with the local community. It was only when she decided to return to these core capabilities that she was able to turn her business around. - to guide leaders to prioritize the most important issues. How to identify key capabilities Combination of three methods to identify key capabilities 1. Liste de contrôle (checklist). 2. Utilisation d’outils conceptuels Carte des activités de Michael Porter (Michael Porter's activity map) Chaine de Valeur de Michael Porter (Michael Porter’s Value Chain). 3. Exploitation de votre sens des affaires. - You have some business experience and know what your company wants to achieve. - You have an idea of what your company needs to do to be successful. ATTENTION: - If your list of key capabilities contains too many items (8 to 10), it means you lack business acumen. (#3) - Ideally, your list should contain between 3 and 5 key capabilities. Beyond that, it becomes very difficult, if not impossible, to effectively guide the business. Ask yourself the following questions: - What am I trying to achieve by applying this conceptual tool? - What is the likely outcome? - What is most important to achieve the desired result? Analyse de la chaîne de Valeur – Value Chain Analysis Une chaîne de valeur est « L’ensemble des mécanismes permettant à une entreprise de créer de la valeur à travers la proposition de valeur faite à ses clients, son architecture de valeur et la manière de capter cette valeur pour la transformer en profits ». A value chain is "the set of mechanisms that allow a company to create value through the value proposition it makes to its customers, its value architecture and the way it captures this value to transform it into profits" Important: A company conducts a value chain analysis by evaluating the detailed procedures of each stage of its business. The goal of value stream analysis is to increase production efficiency so that a company can deliver maximum value at the lowest possible cost. Mauvaise conception (poor design) La chaîne de valeur est appropriée pour l’analyse des entreprises manufacturières uniquement. The value chain is appropriate for the analysis of manufacturing companies only. But (purpose) Utiliser l’analyse de la chaîne de valeur pour identifier les capacités clés d’une entreprise. To use value chain analysis to identify the key capabilities of a company. Chaîne de Valeur 9 activities - 5 main activities: Primary functions. These are the directly productive activities. - 4 supporting activities: Supporting functions. These are the indirectly productive activities. Main activities - Activités principales - Internal logistics: logistics activities (upstream) of reception, storage and internal handling. - Production: transformation of materials and sub-assemblies into finished products. - External logistics: activities for delivering goods and services to the customer. - Marketing and sales: means and methods used to make the company's offer known, appreciated and purchased. - Services: activities associated with the main offer (installation, training, maintenance, repair, warranty, after-sales service) - An added value is created because of each of the core activities. - The value added is different from one core business to another. - The value added is different from one company to another. Ex : Les logistiques interne et externe sont insignifiantes pour une firme de conseil. = are not relevant. En revanche, la production d’une part et la commercialisation et vente sont d’une grande importance pour une firme de conseil. = are of great importance for a consulting firm. Support activities - Activités de soutien - Supplies: activities related to the purchase of materials, goods, various supplies, but also production resources. - Technological development: includes information systems, R&D, knowledge management, etc. - Human resources management: all recruitment, remuneration, motivation, training and career management activities. - Firm infrastructure: general management and other common functions known as "support", such as accounting, legal, etc. - An added value is created because of each of the core activities. - The value added is different from one core business to another. - The value added is different from one company to another. Ex : La gestion des ressources humaines est très importante pour une firme de conseil alors que l’approvisionnement est insignifiant. Human resource management is very important to a consulting firm while supply is insignificant. Value Chain & Purpose Reminder: Use value chain analysis to identify a company's key capabilities. More concretely: - Identify the activities that produce the greatest added value. - Give priority to these activities to reduce costs or improve the company's competitiveness. Économie d’entreprise Study guide Chapitre 2 – Culture organisationnelle Qu’est-ce que la culture organisationnelle ? Ceux qui la vivent la comprennent, mais ne peuvent pas la voir, et ceux qui ne la vivent pas la voient, mais ne peuvent pas la comprendre. Pourquoi ? Those who live it, understand it but can’t see it but those who don’t live it, see it but can’t understand it. As a leader, your challenge is to clearly identify the culture of your organization so that you can influence it, even if you are already inside it. Olive Lundy and Alan Cowling have summarized organizational culture simply as “the way we do things around here.” La culture: Les valeurs, Les normes, Les croyances, - beliefs Les comportements – behaviors Qui sont considères comme si normaux qu'ils ne sont pas remis en question ; ils sont considérés comme acquis. C'est pourquoi la culture peut être si difficile à identifier. Behaviors that are considered so normal that they are not questioned; they are taken for granted. Therefore, culture can be so difficult to identify. Culture is reflected in - rituals, - routines, - symbols, - structures, - systems. But much of what culture is below the surface. ⇒ Invisible ⇒ Very difficult to influence La raison principale pour laquelle le changement de culture est difficile est que les personnes qui vivent et respirent une culture organisationnelle particulière ont tendance à la traiter comme si évidente et normale qu'elles ont du mal à l’identifier. The main reason culture change is difficult is that people who live and breathe a particular organizational culture tend to treat it as so obvious and normal that they have difficulty identifying it. Mais le plus important est que ces personnes peuvent s'identifier fortement, à un niveau personnel plus profond, aux valeurs et croyances qui sous‐tendent une culture organisationnelle particulière. But more importantly, these people can identify strongly, at a deeper personal level, with the values and beliefs that underlie a particular organizational culture. Leur demander de changer de culture revient à leur demander de changer les valeurs mêmes qui les définissent en tant que personnes. Asking them to change their culture is asking them to change the very values that define them as people. This difficulty does not mean that culture change is impossible. It's just difficult, which means that you really must ask yourself if culture change is necessary before you attempt it or implement it, because it's asking people to change part of who they think they are, their identity. La culture d'une organisation joue un rôle essentiel pour : Stimuler les performances = boosting performance Retenir les employés = retaining employees Assurer la pérennité de votre entreprise = ensuring the sustainability of your business La culture organisationnelle est importante pour les trois raisons suivantes : Une culture forte peut être une source d'avantage concurrentiel. A strong culture can be a source of competitive advantage. Une culture forte peut être un obstacle au changement organisationnel. A strong culture can be a barrier to organizational change. La culture organisationnelle est de plus en plus considérée comme un système de contrôle crucial pour prévenir les comportements non éthiques et les scandales dans les entreprises. Organizational culture is increasingly seen as a critical control system for preventing unethical behavior and scandals in companies. Une culture forte peut être une source d'avantage concurrentiel. Netflix is a good example of using organizational culture as a source of competitive advantage. They made a conscious decision to safeguard their culture by creating a manifesto. Une culture forte peut être un obstacle au changement organisationnel. « Culture eats strategy for breakfast. » « La culture mange la stratégie au petit déjeuner ». You can have the best strategy in the world, but if your organizational culture works against it, your strategy is doomed to fail. The Air France/KLM merger was originally considered a success. It has recently unraveled because of persistent cultural differences. The French accuse their KLM colleagues of being only interested in money, and the Dutch consider the French too distant to work with. La culture organisationnelle est de plus en plus considérée comme un système de contrôle crucial pour prévenir les comportements non éthiques et les scandales dans les entreprises. Whenever a corporate scandal broke, people were quick to point the finger at the so-called bad apples; the individuals who simply ignored the rules in favor of personal gain. It is quite problematic to hold the board of directors responsible for the organizational culture. Les différentes cultures organisationnelles Famille | “nous sommes tous dans le même bateau” | culture cliente équipe Marché | “si vous n’êtes pas le premier, vous êtes le dernier” | culture orientée résultat Hiérarchique | “c’est ainsi qu’on a toujours fait les choses” | culture procédure Adhocratie | google, Apple | culture des rêveurs Family | "we're all in this together" | team-based customer culture Market - "if you're not first, you're last" - result-oriented culture Hierarchical - "that's the way we've always done it" - procedure culture Adhocracy | google, apple | culture of dreamers Clan / Family - A small family business that focuses primarily on its employees or is considered part of a family and treated as such. as part of a family and treated as such. Non-profit organization. Education. - The secondary purpose of such a company might be to give its employees some leeway in how and when they perform their tasks. Adhocracy - This is the type of structure that drives innovation in everything it does - typical examples are Google or start-ups or new technologies. Marketplace - The market culture is highly focused on achieving competitiveness and strives to do so through systems and processes. - E.g., fast-moving consumer goods companies such as Procter and Gamble. Bureaucracy - The culture of the hierarchy is internally focused and ensures that processes and procedures are strictly adhered to. This culture is often associated with bureaucracy. - Ex: Insurance companies, law firms, government service companies, nuclear reactor management. La culture doit soutenir la stratégie. = The culture must support the strategy. • Remarque: Tout ce qui reflète la culture d'une organisation peut également être utilisé pour l'influencer. Note: Anything that reflects the culture of an organization can also be used to influence it. Cercles périphériques Aspects d'une organisation qui reflètent la culture organisationnelle Rituals and habits Mining industry: safety culture - morning debriefing. Stories / Recits : Law firms: never talk about clients in public. Culture change ⇒ change in story(s). Symbols / Symboles : Think of management offices and parking lots. Power structure / Structure de pouvoir Informal structure : who really has the power. HomeDepot-Store Managers. Organizational structure / Structure organisationnelle - Formal structure : who officially has the power. - Merger and acquisition. Control system / Système de contrôle - Incentive system. - What is measured is usually very important. - What is rewarded and how it is rewarded tend to be considered even more important. Other model: Key success factors for leading cultural change in an organization Économie d’entreprise Study guide Chapitre 3 – Structure organisationnelle Premier réflexe des PDG d’entreprises qui souhaitent changer fondamentalement l'orientation de leur organisation : Changer la structure de l’organisation. The first reflect of CEOs to change the direction of their company/organization; is to change the structure of the organization. Choisir les compromis en fonction de la stratégie Depends on every situation ; there’s a different strategy Compromis • dépend de la stratégie • on ne peut pas tout avoir • avantages & inconvénients Types de structures organisationnelles Il existe deux modelés majeurs de structures organisationnelles : Structure fonctionnelle, Structure divisionnelle. Certains considèrent qu’ils sont au nombre de trois : Les deux structures citées ci‐haut (two mentioned above) + structure matricielle. Enfin, certains en énumèrent deux autres, voire plus: Structure hiérarchique, Structure en réseau. Mais il est important de réaliser que ce sont toujours ces trois types (fonctionnel, divisionnel et matriciel) qui sont les éléments de base pour structurer une organisation. Structure fonctionnelle The most efficient structure because it requires the least amount of overhead. - This structure is therefore the best if efficiency is at the heart of your strategy. Cette structure est donc la meilleure si l'efficacité est au cœur de votre stratégie. - Ideal if : - The company offers one or two products or services that are not very different, - Customer demands/needs are not very different - The company operates on sites that do not require much customization. low-cost clothing retailer operating under a single brand (détaillant de vêtements à petit prix qui opère sous une seule marque) • Achats : approvisionnement en vêtements. • Logistique : distribution des vêtements dans les magasins • Commercialisation : vente des vêtements dans les magasins • Marketing : campagnes de vente • Finance : fonction de soutien • RH : fonction de soutien • IT : fonction de soutien Cette structure fonctionnelle permettra de garantir que chaque fonction de l'entreprise est optimisée pour fournir le meilleur rapport qualité‐prix au client. - Purchasing: procurement of clothing. - Logistics: distribution of clothing to stores - Marketing: sales of clothing in stores - Marketing: sales campaigns - Finance: support function - HR: support function - IT: support function This functional structure will ensure that each function of the company is optimized to provide the best value to the customer. Structure divisionnelle The main advantage is that each division can focus on its own customer segment, product line or geographic region. This structure is best if responsiveness is at the heart of your strategy. Responsiveness in terms of: - the needs of different customer segments, - product differentiation, - specific regional needs. - Ex. Bank Structure matricielle The matrix has multiple hierarchical lines that crisscross the organization; so therefore, it’s one of the most expensive of the three types. The matrix structure is best when the need for coordination among multiple dimensions is central to the strategy. Coordination along: - functional specializations and different customers. - Geographical dimensions and a product dimension. - The customer is privileged. - Ex. Consulting firms - Business area manager (CRM). - Specialized customer manager (VIP) Économie d’entreprise Study guide Chapitre 4 – Systèmes de contrôle organisationnel Control has always been at the center of management. Le contrôle a toujours été au centre du management. - Without systems to monitor and report on how the organization is doing, management how the organization is doing, management is working in the dark. - Not seeing or focusing on the wrong metrics hinders an organization's ability to execute its strategy. - Worse, a lack of risk control could jeopardize the entire organization. the entire organization. L’objectif est de sélectionner les bons indicateurs qui aident à contrôler les performances et les risques dans le but d’une mise en place réussie de la stratégie. Les quatre leviers de contrôle – 4 levers of control • Les leviers de contrôle selon Robert Simmons (1995) Les systèmes de croyance, Les systèmes de délimitation, Les systèmes de diagnostic ; Systèmes de contrôle de diagnostic, Les systèmes interactifs ; Systèmes de contrôle interactifs. Les systèmes de croyance consistent à énoncer clairement les valeurs de l'entreprise, ce qui est directement lié à la culture organisationnelle. Rappel : Il s'agit d'un système de contrôle important pour prévenir les scandales d'entreprises qui peuvent mettre en péril la viabilité d'une entreprise. Belief systems are about clearly articulating the values of the company, which is directly related to the organizational culture. Remember: This is an important control system to prevent corporate scandals that can jeopardize the viability of a company. Les systèmes de délimitation se chevauchent avec la structure organisationnelle en ce sens que celle‐ci aide à établir des limites autour du comportement, en particulier lorsqu'elle est combinée à des politiques et des règles qui renforcent ces barrières. Les systèmes de délimitation consistent à décrire explicitement les comportements qui sont hors limites ou inacceptables. Boundary systems overlap with organizational structure in that organizational structure helps to establish boundaries around behavior, especially when combined with policies and rules that reinforce those boundaries. Boundary systems involve explicitly describing behaviors that are out of bounds or unacceptable: - ethical, - strategy: business activities that the company chooses not to engage in... Les systèmes de diagnostic sont les systèmes par lesquels on contrôle les performances. KPI (Key Performance Index) – ICP (Indicateur Clé de Performance). Attention à ce qu’on ne manipule pas les ICP. Diagnostic systems are the systems by which performance is monitored. Les systèmes interactifs servent essentiellement à garder une trace des principales éventualités stratégiques. Ex. Décisions gouvernementales vs activités de l’entreprise Interactive systems are essentially used to keep track of key strategic contingencies. - e.g., Government decisions vs. company activities When it comes to assessing the degree of organizational alignment between systems and business strategy, it is sufficient to focus primarily on (d'évaluer le degré́ d'alignement organisationnel entre les systèmes et la stratégie de l’entreprise) • les systèmes de diagnostic • et les systèmes interactifs à condition d'utiliser les outils liés (provided you use the tools related to) • à la culture organisationnelle • et à la structure organisationnelle pour tenir compte (take into account) • des systèmes de croyances • et des systèmes de délimitation. Le tableau de bord prospectif – Balanced Scorecard vise à mesurer les activités d'une entreprise selon les perspectives principales : Client Perspective orientée vers le client: « Comment le client nous perçoit‐il ? » Processus Perspective orientée vers l’entreprise: « Dans quoi devons‐nous exceller ? » Apprentissage Perspective orientée vers l’innovation et l’apprentissage: « Peut‐on continuer à nous améliorer ? » Finances Perspective orientée vers les actionnaires: « Comment les actionnaires nous perçoivent‐ils ? ». - Benefits of the Balanced Scorecard: - It combines lagging indicators with leading indicators, i.e., the factors that actually drive current and future results. Ex. Lose weight Lagging indicator: weighing yourself daily. Leading indicators: calories absorbed and burned per day. - It combines internal and external measures, such as the customer-oriented perspective. E.g. By having an idea of the customer satisfaction, one can know if the service or product offered is done as it should be. - It gives management a complete and instantaneous overview that allows them to focus on what is most important. Économie d’entreprise Study guide Chapitre 5 – Gestion stratégique des ressources humaines - What do you think of the saying: "people are our greatest asset". - What would be your greatest asset if you were a cell phone manufacturer? - Are the people or the product the most important asset? - Would all the people be your greatest asset? - Do you distinguish between engineers and administrative staff? It is not the physical asset that is most important, it is what you decide to do with it. ⇒ Human resource management to identify the roles that are most critical to the strategy. ⇒ “Some people are our most important asset". "Some customers are more important than others". "Some suppliers are more important than others". Approche stratégique de la gestion des ressources humaines La gestion des ressources humaines ou GRH, a pour objectif principal de développer et de responsabiliser les employés en reconnaissant que les personnes sont l'actif ou l’atout le plus important d'une entreprise. 1. Histoire 2. Meilleures pratiques 3. Approches contextuelles Human Resource Management, or HRM, has as its main objective the development and empowerment of employees by recognizing that people are the most important asset or asset of an organization. 1. History 2. Best practices 3. Contextual approaches Histoire Les origines théoriques de la GRH remontent aux travaux de McGregor dans les années 1950, qui a développé la célèbre théorie X et Y de la motivation humaine. (Who developed the famous X and Y theory of human motivation). According to Theory X, employees are not intrinsically motivated to work and tend to avoid their responsibilities if given the opportunity. - Tough supervision and monitoring. - Extrinsic reward and punishment system. According to McGregor's Theory Y, employees are intrinsically motivated to do a good job because they seek a sense of fulfillment or self-actualization through their work. - More participative management focuses on empowering employees to unleash their creative potential and stimulate their commitment to work. THEORY X = being controlled, threatened to do their job, don’t like it, etc. THEORY Y = motivated to do their job, they love it. Meilleures pratiques – best practices - providing employees with sufficient job security to give their ideas, work and commitment in return - encourage teamwork, - adopt a more open and less hierarchical management style - provide in-depth training, - encourage information sharing. Approches contextuelles - Problems - HRM theory tends to be very different from reality. - A universal approach to HRM that focuses on maximizing the development potential of each employee can become disconnected from the company's strategy. - The global HRM empowerment objective based on McGregor's theory of HRM tends to be focused on North America. La théorie de la GRH a tendance à être assez différente de la réalité. - HRM is subject to the harsh reality of competition ⇒ layoffs ⇒ - reduced sense of security among the employees. - what happens to the promises of training and job security? - the HRM function involves many administrative processes (recruitment, selection, onboarding, training and development, performance evaluation, workforce planning...) ⇒ bureaucracy ⇒ slowness ⇒ loss of efficiency ⇒ gap between theory and practice. A one-size-fits-all approach to HRM that focuses on maximizing each employee's development potential can become disconnected from the company's strategy. - HRM specialists without direct business experience can sometimes find it difficult to translate some of their recommendations from practice into language that makes strategic sense to line managers. - E.g., the link between certain forms of training and development and the outcome can be difficult to prove, especially in the short term ⇒ under a cost-cutting policy, the first action is the elimination of training, whereas training is an essential element for a company ⇒ disconnection between HRM and company strategy. The overall goal of HRM accountability that is based on McGregor's Theory Y tends to be focused on North America. - This approach to HRM does not work the same way in all countries. - E.g., China: for cultural reasons, a more hierarchical and autocratic approach is expected Chinese leaders are expected to be more hierarchical and autocratic for cultural reasons. In countries such as Germany, Japan and India, the HR function generally appears to be much more important. This is mainly because labor laws are more restrictive and therefore require more HR expertise. Strategic human resources segmentation - A strategic approach to HRM aims to ensure that personnel practices enable the implementation of the company's strategy. However, - the time and investment that can be made to develop and retain staff is limited. to develop and retain staff are limited. So, - as a leader, you must make decisive choices about where to focus your efforts and investments. - Ex. If you had three people on your team and one of them: - Was high potential and was performing extremely well, - was performing well enough but needed a lot of development, - was really struggling. Where would you focus your development efforts? Who will occupy most of your time? Axe horizontal: Importance des différents rôles au sein de l'organisation. Axe vertical: Degré de spécialisation/sophistication des connaissances impliquées/intrinsèques dans un certain rôle et la facilité avec laquelle il serait possible d'obtenir ces connaissances sur le marché du travail. Ces deux dimensions forment quatre quadrants, et l'idée centrale de Lepak & Snell est d'adapter les méthodes de GRH à chaque quadrant. - Horizontal axis: Importance of the different roles within the organization. - Vertical axis: Degree of specialization/sophistication of the knowledge involved/intrinsic in a certain role and the ease with which it would be possible to obtain this knowledge on the labour market. - These two dimensions form four quadrants, and the central idea of Lepak & Snell is to adapt HRM methods to each quadrant. Example - You manage a low-cost airline that attempts to differentiate itself by offering a pleasant and friendly flying experience facilitated by flight attendants who clearly enjoy their jobs and are committed to providing quality service. - What do you think are the most strategically central and unique roles at this airline: pilots, ground handling staff, flight attendants, or call center staff who handle reservations? - How unique is the pilots' knowledge to the company? Aren't pilots relatively easily replaceable? But when we talk about flight attendants, people who can be both cost-conscious and also flexible and committed enough to provide good cabin service despite limited resources, wouldn't they be much harder to replace? It is important to identify the roles that are most critical to achieving the strategy. - Reformulation 1. Rather than saying that some people are more important to the organization than others, it is appropriate to say that some roles are more critical to the organization's strategic success than others. 2. Rather than saying that some people should be treated better than others, we should say that HR practices, such as how to encourage, reward, develop and retain employees, should be different for different roles in the organization. Économie d’entreprise Study guide Chapitre 6 – Du diagnostic d’alignement organisationnel aux solutions Des questions critiques aux solutions possibles From critical questions to possible solutions Albert Einstein: « Si on me donnait une heure pour sauver le monde, je passerais 55 minutes à définir le problème et cinq minutes à trouver la solution ». He’s saying if he was given 1 hour to save the world, he would use 55 mins to defining the problem and 5 minutes to find a solution Définir le problème : • Etudier les capacités clés, la culture, la structure, les systèmes, les ressources humaines de l’organisation. • Identifier et définir les problèmes cruciaux au niveau de chacun de ces cinq éléments. Identification and definition of critical issues 1. Assess whether there is a capacity gap. Does the organization really have the key capabilities that its strategy requires? If there is a capability gap, the organization should make it a priority to close it. This means ensuring that each of the different elements of the organization, structure, culture, HRM, and systems, are able to build the new capabilities. 2. Assess the degree of alignment between the key capabilities required for the strategy and each of the four elements of the organization (Everything that has been done so far). Order, prioritize the issues to the extent possible. 3. Select the elements with the highest degree of misalignment and assess the extent to which problems in those areas are related to other elements forming a larger underlying problem. The idea here is to group related problems together to reduce the major problem areas to no more than about three. 4. Develop concrete solutions for the identified key problem areas and focus the organization's energy to implement the change. Évaluation des risques des solutions proposées Risques lies aux compromis Il s'agit de risques associés à la perte des avantages de l'option organisationnelle non retenue. Ex. Passer d'une structure divisionnelle à une structure fonctionnelle ⇒ gain en efficacité et perte en réactivité. Ex. Passer d'une culture de clan à une culture de marché ⇒ gain en compétitivité et perte en loyauté. Risques liés à l’implémentation de la solution Résistance au changement. Mise en œuvre plus complexe et plus coûteuse que prévu. • Perturbation importante des opérations quotidiennes. Risques liés à la flexibilité Que faire si la stratégie doit être renouvelée ? Combien de fois peut‐on se permettre de procéder à des restructurations fondamentales et à des programmes de changement de culture ? 1. Trade-off Risks - These are risks associated with losing the benefits of the organizational option not chosen. - E.g., Moving from a divisional to a functional structure ⇒ gain in efficiency and loss in responsiveness. - Ex. Moving from a clan culture to a market culture ⇒ gain in competitiveness and loss in loyalty. 2. Risks related to the implementation of the solution - Resistance to change. - More complex and costly implementation than expected. - Significant disruption to daily operations. 3.Risks related to flexibility - What if the strategy needs to be renewed? - How often can we afford fundamental restructuring and culture change programs? Risks of compromise - It is often possible to keep some of the benefits of the original configuration. - Ex. Moving from a divisional structure to a functional structure ⇒ loss in reactivity. It is possible to preserve responsiveness within the new structure through some of the coordination mechanisms seen in Chapter Three. 2. Risks related to the implementation of the solution - Implementation risk can generally be mitigated by developing an effective change management approach. 3. Flexibility Risks - Flexibility risks can be mitigated by building flexibility into the organization itself.

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