I. CURRENT SITUATION OF THE COMPANY I.

1 Presentation of company

Past: centripetal+ panoptical: decision in hand of Didier Bronne, no involvement between depts Current: Centrifugal+ polyphonic: New C !: sharing responsibilities, wor"ing in groups, encourage participation, innovation, more productivity with shared system etc# $boo"% c# Discrepancies: Past &uture '(): Discretinory *ndividualising d# Business +trategy: mission+ ob,ectives+ positioning Cost leadership: (educe wor"force, reduce costs, such as coca-cola ./cents Differentiation: web 0#/, 1public relationships $ Didier bronne is part of many committees% 2, clear image of their products and mar"et# e# !rgani3ational Configuration:

!rg: ntrepreneurial : Centrali3ed decision )achine No meetings 4-to-4 communication Performance evaluation No coordination Division of wor": same tas" are repeated because of information silos f# !rgani3ational Culture: +tatements, ob,ects, "ey people, spatial and temporal dimensions 5#$6%

C ! 7he board of directors )anagers mployees g# '( policies Discretinory h# Production technology: 8nit-based$p#9.%: :,/// customers , 4/,/// products, avg sales; :,///<=customeri# *nformation system architecture Past: centrali3ation &uture: integration ,# >ocating informal circuits 'ierarchico-functional: 4-to-4 meeting ?scending communication: 66 >ateral communication @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ "# *dentifying the main sta"eholders: C ! 7he board of directors )anagers mployees

I.2

Opportunities and constraints

4# Aisting *nfluence +ystem: a# !pp=7hr: 7he mar"et !pportunities Constraints (P: +hared DB People are not ready for the change:

>ac" of *7 s"ills +ilos 'ire=&ire No information is available: repetition of tas"s Consolidate depts 7hey donBt li"e team-wor"ing with other depts

II. THE PROBLEMS

***# Problematisation 4# proposing a common formulation of the problem to be solved *nternal !rgani3ation !ld (P a# Decrease profit b# *nformation silos: $no communication between departments, large sales, loosing information about old orders% c# !ld (P d# Panoptical management $wea" middle mgt, 4-4 meetings% e# Problems between dept ?CB f# >ow level of computer s"ills g# Positioning h# Delays, 9 different papers $9 different companies%, eAternal communication problems i# No visibility for career development ,# >ow turnover 0# ?bandoning the myths of predetermining tas"s and reforming current practices a# 7ransparency b# (educe uncertainties c# *nterpersonal eAchange $focus group%

d# >ess standardi3ed practicese# 7rust relationships $meetings:presentation with financial figures% 9# ?voiding the search for consensus and favouring compromises a# Persuasion b# Bargaining c# Politics :# Promoting unforseen innovations and appropriations a# *nnovation b# mpowerment c# Career development

III. HOW TO IMPLEMENT THE 2 SOLUTIONS

*D-Convergence $the ,oc"er% d# ncouragement e# ?rbitration 6 $regressive% .# 8sing pro,ect management techniEues as shared references: a# Fantt chart, pert, cpm b# 4 year: trainings, communication c# at the launch of (P d# C() e# tiluA m"t, positioning G# valuating the process continuously freEuency6 a# &inancial indicators66 b# Delays c# Customer satisfaction H# Communicating constantly about the process under way D- Atention 4# +ocialising newcomers

a# Clarifying the ob,ectives b# *so66EualitI c# (emind the staff of their meaning d# Creating a space to have their say e# &?J