{"id":8627,"date":"2015-12-23T18:11:35","date_gmt":"2015-12-23T17:11:35","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=8627"},"modified":"2020-01-02T10:53:50","modified_gmt":"2020-01-02T09:53:50","slug":"faire-de-vos-managers-la-cle-de-reussite-de-vos-transformations-organisationnelles","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2015\/12\/faire-de-vos-managers-la-cle-de-reussite-de-vos-transformations-organisationnelles\/","title":{"rendered":"Faire de vos managers la cl\u00e9 de r\u00e9ussite de vos transformations organisationnelles !"},"content":{"rendered":"

Transformer une organisation va bien au-del\u00e0 de la d\u00e9finition de l\u2019organisation cible. Force est de constater que l\u2019effort est principalement fourni dans les phases de structuration et de s\u00e9curisation de la bascule vers la nouvelle organisation. Par ailleurs, les r\u00e9flexions autour des \u00e9volutions organisationnelles, trop souvent men\u00e9es \u00e0 huit clos, \u00a0n’aboutissent pas compl\u00e8tement aux r\u00e9sultats attendus. Le manque de mobilisation des managers dans les phases de d\u00e9finition mais \u00e9galement de pr\u00e9paration de la transformation organisationnelle sont souvent \u00e0 l\u2019origine des difficult\u00e9s rencontr\u00e9es.<\/em><\/p>\n

Libert\u00e9\u00a0: laisser les managers \u00e9tablir leur propre plan de route<\/h1>\n

Les \u00e9quipes manag\u00e9riales ont un r\u00f4le cl\u00e9 dans la r\u00e9ussite d\u2019une transformation. Ce sont m\u00eame les premiers ambassadeurs du projet, les relais indispensables de la communication aupr\u00e8s des \u00e9quipes et de leur mobilisation\u00a0: leurs discours et leurs actes sont d\u00e9terminants pour engager le changement.<\/p>\n

Pour r\u00e9ussir une transformation, il faut en comprendre l\u2019ambition<\/h2>\n

Pour conduire la transformation, les managers doivent commencer par comprendre l\u2019ambition de la transformation propos\u00e9e.<\/strong> Il y a l\u2019ambition <\/strong>g\u00e9n\u00e9rale<\/strong> pour la direction bien s\u00fbr. L\u2019ambition sur l\u2019organisation<\/strong> (c\u2019est-\u00e0-dire les principes structurants de l\u2019organisation cible). L\u2019ambition sur la gouvernance<\/strong>\u00a0(quelles sont les diff\u00e9rents niveaux de prises de d\u00e9cision dans la nouvelle organisation et comment s\u2019articulent-ils entre eux\u00a0?). Sans oublier l\u2019ambition sur\u00a0 les processus<\/strong>\u00a0(l\u2019acquisition d\u2019un vocabulaire partag\u00e9, l\u2019harmonisation des flux de traitement, la recherche de la satisfaction client, etc.). Il y a aussi l\u2019ambition sur les outils<\/strong>\u00a0(une limitation des duplications d\u2019outils, une pr\u00e9f\u00e9rence pour les solutions technologiques du march\u00e9, etc.), celle sur le mod\u00e8le \u00e9conomique\u00a0<\/strong>(comment se r\u00e9alisent la contractualisation et la facturation des services avec les clients\u00a0?), et enfin l\u2019ambition sur le programme de transformation et son pilotage<\/strong>\u00a0(quel est le macro-planning du programme et quels sont les jalons cl\u00e9s \u00e0 respecter\u00a0? Comment s\u2019organise le pilotage du programme\u00a0?).<\/p>\n

La n\u00e9cessaire phase d\u2019appropriation<\/h2>\n

De cette phase de compr\u00e9hension d\u00e9coule une phase d\u2019appropriation. <\/strong>Les managers doivent identifier les changements et leurs impacts entre leur p\u00e9rim\u00e8tre d\u2019activit\u00e9s existant et cible. Cette \u00e9tape m\u00e8ne \u00e0 la r\u00e9alisation de transferts d\u2019activit\u00e9s entre les \u00e9quipes, pilot\u00e9s par les managers<\/a>.<\/p>\n

Conscients des invariants et sensibilis\u00e9s sur leurs marges de man\u0153uvres locales, les managers doivent \u00eatre libres de construire le plan de transformation<\/strong> de leur nouveau d\u00e9partement, d\u00e9clinant les objectifs strat\u00e9giques fix\u00e9s par la direction en chantiers op\u00e9rationnels pour leurs \u00e9quipes<\/strong> (mise en place de nouvelles structures\/activit\u00e9s, professionnalisation d\u2019activit\u00e9s existantes, etc.). Ce plan de route doit d\u00e9crire la trajectoire d\u2019\u00e9volution qu\u2019ils envisagent pour leur d\u00e9partement : quelle identit\u00e9 pour le d\u00e9partement\u00a0? Quels \u00a0nouveaux processus mettre en place\u00a0? Quels chantiers \u00e0 prioriser\u00a0? Quelle d\u00e9marche proposer\u00a0? Quels besoins de renforcement associ\u00e9s (recrutement, formation)\u00a0?<\/p>\n

Fraternit\u00e9\u00a0: pour transformer il faut partager<\/h1>\n

Avant de lancer l\u2019ex\u00e9cution des plans d\u2019actions expos\u00e9s pr\u00e9c\u00e9demment, une restitution collective<\/strong> parait incontournable. Elle permet d\u2019assurer une coh\u00e9rence d\u2019ensemble des priorit\u00e9s affich\u00e9es par chacun des d\u00e9partements et de valider les engagements de chacun des managers dans la transformation, avec une attention particuli\u00e8re pour la coordination des chantiers transverses\u00a0: \u00a0quel est le d\u00e9partement porteur\u00a0du sujet ? Lesquels sont contributeurs\u00a0? Partagent-ils les m\u00eames \u00e9ch\u00e9ances\u00a0?.<\/p>\n

\u00c9galit\u00e9\u00a0: maintenir un niveau d\u2019information homog\u00e8ne entre vos managers<\/h1>\n

La ligne manag\u00e9riale n\u2019est cependant pas toujours la derni\u00e8re \u00e0 freiner\u00a0le rythme de la transformation !<\/strong> Leur probl\u00e8me g\u00e9n\u00e9ral \u00e9tant le manque de temps, il faut leur donner les moyens ad\u00e9quats pour conduire la transformation au sein de leurs \u00e9quipes.<\/p>\n

Il s\u2019agit de donner syst\u00e9matiquement des informations aux managers pour qu\u2019ils puissent anticiper les \u00e9tapes cl\u00e9s. Un niveau d\u2019information homog\u00e8ne entre vos managers permettra d\u2019\u00e9viter tout d\u00e9s\u00e9quilibre au sein des \u00e9quipes et favorisera l\u2019engagement au changement de l\u2019ensemble des collaborateurs.<\/p>\n

Et le r\u00f4le des dirigeants dans tout cela\u00a0?<\/h1>\n

Les dirigeants doivent de leur c\u00f4t\u00e9 s\u2019assurer de la mise en place de dispositifs d\u2019\u00e9coute remontante, qui permettent de faire remonter les signaux faibles, les peurs, les freins, les \u00ab\u00a0on-dit\u00a0\u00bb.<\/strong><\/p>\n

Ils doivent veiller \u00e0 ce que les \u00e9quipes restent focalis\u00e9es sur les priorit\u00e9s strat\u00e9giques, en arbitrant rapidement les points de litige non r\u00e9solus par leur ligne manag\u00e9riale (clarification des r\u00f4les et responsabilit\u00e9s, etc.).<\/p>\n

Apr\u00e8s avoir fix\u00e9 le cap en donnant l\u2019ambition de la transformation, les dirigeants doivent donner confiance dans la r\u00e9ussite de la transformation, en garantissant une communication r\u00e9guli\u00e8re sur les principales r\u00e9ussites des \u00e9quipes (pl\u00e9ni\u00e8re, t\u00e9moignage de ressources voire m\u00eame de clients, etc.).<\/p>\n

Un \u00a0investissement en temps et en ressources indispensable pour renforcer l\u2019adh\u00e9sion au changement et garantir une impl\u00e9mentation r\u00e9ussie de nouveaux modes de fonctionnement.<\/p>\n","protected":false},"excerpt":{"rendered":"

Transformer une organisation va bien au-del\u00e0 de la d\u00e9finition de l\u2019organisation cible. Force est de constater que l\u2019effort est principalement fourni dans les phases de structuration et de s\u00e9curisation de la bascule vers la nouvelle organisation. Par ailleurs, les r\u00e9flexions…<\/p>\n","protected":false},"author":1113,"featured_media":8633,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1782,34],"tags":[],"coauthors":[2539],"class_list":["post-8627","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ressources-humaines","category-strategie-d-entreprise"],"acf":[],"yoast_head":"\nFaire de vos managers la cl\u00e9 de r\u00e9ussite de vos transformations organisationnelles ! - RiskInsight<\/title>\n<meta name=\"description\" content=\"Le manque de mobilisation des managers dans les transformations organisationnelles des entreprises est trop rare. 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