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TRANSCRIPT
ENTERPRISE
TRANSFORMATION
CHANGE PROJECTS …
How to avoid usual pitfalls…
Let’s begin with a couple of examples
ACDE CONSEILCREATED 2003
10+5 consultants80+ clients
Management consultancyPMO – Sciforma implementation
Management trainingProject Management Training
Change Management
Vincent Guibert – CEO ACDE Conseil
EX1 : Projects… before you talk “PMO”
3
My project is top
priority !
My customer can’t wait any
longer !
I need more resources now !
I want to take his job …
A PMO is appointed by the board…
ExpressionExpressionExpressionExpressiondededede
BesoinsBesoinsBesoinsBesoins CahierCahierCahierCahierdesdesdesdes
chargeschargeschargescharges
C A DRAGEC A DRAGEC A DRAGEC A DRAGE EV A LUATIONEV A LUATIONEV A LUATIONEV A LUATION DEFI NITIONDEF I NITIONDEF I NITIONDEF I NITION I NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATION DEM A RRAGEDEM A RRAGEDEM A RRAGEDEM A RRAGE DEP LOIEMENTDEP LOIEMENTDEP LOIEMENTDEP LOIEMENTR EA LISATIONR EA LISATIONR EA LISATIONR EA LISATION
P l ansP l ansP l ansP l ans
d ed ed ed e
Fo rm at ionFo rm at ionFo rm at ionFo rm at ion
AAAA BBBB CCCC DDDD EEEE FFFF GGGG
P l ansP l ansP l ansP l ans
d ed ed ed e
Dém arrageDém arrageDém arrageDém arrage
C o nférenceC o nférenceC o nférenceC o nférence
et d ocs.et d ocs.et d ocs.et d ocs.
d ed ed ed e
l an cementl an cementl an cementl an cement
M àJM àJM àJM àJ
P o rtail web &P o rtail web &P o rtail web &P o rtail web &
C o mmC o mmC o mmC o mm interneinterneinterneinterne
PVPVPVPVdededede
RECETTERECETTERECETTERECETTE
K i ckK i ckK i ckK i ck ---- offoffoffoff
P l ans deP l ans deP l ans deP l ans de
C o mmC o mmC o mmC o mm ....
Ut i l isateursUt i l isateursUt i l isateursUt i l isateurs
XXXX ---- ciblesciblesciblescibles
V S RV S RV S RV S R
Plan Projet
Incl. PAQ
Plan Projet
Incl. PAQ
Fiche
Projet
Fiche
ProjetBilansBilans
Etu d eEtu d eEtu d eEtu d e
I m pact I m pact I m pact I m pact orgaorgaorgaorga ....
& s ocia l& s ocia l& s ocia l& s ocia l
S tratég i e deS tratég i e deS tratég i e deS tratég i e de
C h angementC h angementC h angementC h angement
O KO KO KO K
P l ansP l ansP l ansP l ans
d ’ évolut ionsd ’ évolut ionsd ’ évolut ionsd ’ évolut ions
p ro fesp ro fesp ro fesp ro fes ----
s i onnelless i onnelless i onnelless i onnelles
Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre
En q uêtes ouEn q uêtes ouEn q uêtes ouEn q uêtes ou
I n dicateurs I n dicateurs I n dicateurs I n dicateurs
d ’ adhésiond ’ adhésiond ’ adhésiond ’ adhésion
Note deNote deNote deNote de
cadragecadragecadragecadrage
MOAMOAMOAMOA
Plans dePlans dePlans dePlans dedéploiementdéploiementdéploiementdéploiement
PlanningsPlanningsFiches de
Pilotage
Fiches de
Pilotage
Processus)
ExpressionExpressionExpressionExpressiondededede
BesoinsBesoinsBesoinsBesoins CahierCahierCahierCahierdesdesdesdes
chargeschargeschargescharges
C A DRAGEC A DRAGEC A DRAGEC A DRAGE EV A LUATIONEV A LUATIONEV A LUATIONEV A LUATION DEFI NITIONDEF I NITIONDEF I NITIONDEF I NITION I NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATION DEM A RRAGEDEM A RRAGEDEM A RRAGEDEM A RRAGE DEP LOIEMENTDEP LOIEMENTDEP LOIEMENTDEP LOIEMENTR EA LISATIONR EA LISATIONR EA LISATIONR EA LISATION
P l ansP l ansP l ansP l ans
d ed ed ed e
Fo rm at ionFo rm at ionFo rm at ionFo rm at ion
AAAA BBBB CCCC DDDD EEEE FFFF GGGG
P l ansP l ansP l ansP l ans
d ed ed ed e
Dém arrageDém arrageDém arrageDém arrage
C o nférenceC o nférenceC o nférenceC o nférence
et d ocs.et d ocs.et d ocs.et d ocs.
d ed ed ed e
l an cementl an cementl an cementl an cement
M àJM àJM àJM àJ
P o rtail web &P o rtail web &P o rtail web &P o rtail web &
C o mmC o mmC o mmC o mm interneinterneinterneinterne
PVPVPVPVdededede
RECETTERECETTERECETTERECETTE
K i ckK i ckK i ckK i ck ---- offoffoffoff
P l ans deP l ans deP l ans deP l ans de
C o mmC o mmC o mmC o mm ....
Ut i l isateursUt i l isateursUt i l isateursUt i l isateurs
XXXX ---- ciblesciblesciblescibles
V S RV S RV S RV S R
Plan Projet
Incl. PAQ
Fiche
ProjetBilans
Etu d eEtu d eEtu d eEtu d e
I m pact I m pact I m pact I m pact orgaorgaorgaorga ....
& s ocia l& s ocia l& s ocia l& s ocia l
S tratég i e deS tratég i e deS tratég i e deS tratég i e de
C h angementC h angementC h angementC h angement
O KO KO KO K
P l ansP l ansP l ansP l ans
d ’ évolut ionsd ’ évolut ionsd ’ évolut ionsd ’ évolut ions
p ro fesp ro fesp ro fesp ro fes ----
s i onnelless i onnelless i onnelless i onnelles
Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre
En q uêtes ouEn q uêtes ouEn q uêtes ouEn q uêtes ou
I n dicateurs I n dicateurs I n dicateurs I n dicateurs
d ’ adhésiond ’ adhésiond ’ adhésiond ’ adhésion
Note deNote deNote deNote de
cadragecadragecadragecadrage
MOAMOAMOAMOA
Plans dePlans dePlans dePlans dedéploiementdéploiementdéploiementdéploiement
PlanningsFiches de
Pilotage
Processus)
… And the management expects
This project is the right priority !
We have to postpone this
one
Are we taking care of changes ?
I will support this decision
ExpressionExpressionExpressionExpressiondededede
BesoinsBesoinsBesoinsBesoins CahierCahierCahierCahierdesdesdesdes
chargeschargeschargescharges
C A DRAGEC A DRAGEC A DRAGEC A DRAGE EV A LUATIONEV A LUATIONEV A LUATIONEV A LUATION DEFI NITIONDEF I NITIONDEF I NITIONDEF I NITION I NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATION DEM A RRAGEDEM A RRAGEDEM A RRAGEDEM A RRAGE DEP LOIEMENTDEP LOIEMENTDEP LOIEMENTDEP LOIEMENTR EA LISATIONR EA LISATIONR EA LISATIONR EA LISATION
P l ansP l ansP l ansP l ans
d ed ed ed e
Fo rm at ionFo rm at ionFo rm at ionFo rm at ion
AAAA BBBB CCCC DDDD EEEE FFFF GGGG
P l ansP l ansP l ansP l ans
d ed ed ed e
Dém arrageDém arrageDém arrageDém arrage
C o nférenceC o nférenceC o nférenceC o nférence
et d ocs.et d ocs.et d ocs.et d ocs.
d ed ed ed e
l an cementl an cementl an cementl an cement
M àJM àJM àJM àJ
P o rtail web &P o rtail web &P o rtail web &P o rtail web &
C o mmC o mmC o mmC o mm interneinterneinterneinterne
PVPVPVPVdededede
RECETTERECETTERECETTERECETTE
K i ckK i ckK i ckK i ck ---- offoffoffoff
P l ans deP l ans deP l ans deP l ans de
C o mmC o mmC o mmC o mm ....
Ut i l isateursUt i l isateursUt i l isateursUt i l isateurs
XXXX ---- ciblesciblesciblescibles
V S RV S RV S RV S R
Plan Projet
Incl. PAQ
Plan Projet
Incl. PAQ
Fiche
Projet
Fiche
ProjetBilansBilans
Etu d eEtu d eEtu d eEtu d e
I m pact I m pact I m pact I m pact orgaorgaorgaorga ....
& s ocia l& s ocia l& s ocia l& s ocia l
S tratég i e deS tratég i e deS tratég i e deS tratég i e de
C h angementC h angementC h angementC h angement
O KO KO KO K
P l ansP l ansP l ansP l ans
d ’ évolut ionsd ’ évolut ionsd ’ évolut ionsd ’ évolut ions
p ro fesp ro fesp ro fesp ro fes ----
s i onnelless i onnelless i onnelless i onnelles
Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre
En q uêtes ouEn q uêtes ouEn q uêtes ouEn q uêtes ou
I n dicateurs I n dicateurs I n dicateurs I n dicateurs
d ’ adhésiond ’ adhésiond ’ adhésiond ’ adhésion
Note deNote deNote deNote de
cadragecadragecadragecadrage
MOAMOAMOAMOA
Plans dePlans dePlans dePlans dedéploiementdéploiementdéploiementdéploiement
PlanningsPlanningsFiches de
Pilotage
Fiches de
Pilotage
Processus)
ExpressionExpressionExpressionExpressiondededede
BesoinsBesoinsBesoinsBesoins CahierCahierCahierCahierdesdesdesdes
chargeschargeschargescharges
C A DRAGEC A DRAGEC A DRAGEC A DRAGE EV A LUATIONEV A LUATIONEV A LUATIONEV A LUATION DEFI NITIONDEF I NITIONDEF I NITIONDEF I NITION I NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATION DEM A RRAGEDEM A RRAGEDEM A RRAGEDEM A RRAGE DEP LOIEMENTDEP LOIEMENTDEP LOIEMENTDEP LOIEMENTR EA LISATIONR EA LISATIONR EA LISATIONR EA LISATION
P l ansP l ansP l ansP l ans
d ed ed ed e
Fo rm at ionFo rm at ionFo rm at ionFo rm at ion
AAAA BBBB CCCC DDDD EEEE FFFF GGGG
P l ansP l ansP l ansP l ans
d ed ed ed e
Dém arrageDém arrageDém arrageDém arrage
C o nférenceC o nférenceC o nférenceC o nférence
et d ocs.et d ocs.et d ocs.et d ocs.
d ed ed ed e
l an cementl an cementl an cementl an cement
M àJM àJM àJM àJ
P o rtail web &P o rtail web &P o rtail web &P o rtail web &
C o mmC o mmC o mmC o mm interneinterneinterneinterne
PVPVPVPVdededede
RECETTERECETTERECETTERECETTE
K i ckK i ckK i ckK i ck ---- offoffoffoff
P l ans deP l ans deP l ans deP l ans de
C o mmC o mmC o mmC o mm ....
Ut i l isateursUt i l isateursUt i l isateursUt i l isateurs
XXXX ---- ciblesciblesciblescibles
V S RV S RV S RV S R
Plan Projet
Incl. PAQ
Fiche
ProjetBilans
Etu d eEtu d eEtu d eEtu d e
I m pact I m pact I m pact I m pact orgaorgaorgaorga ....
& s ocia l& s ocia l& s ocia l& s ocia l
S tratég i e deS tratég i e deS tratég i e deS tratég i e de
C h angementC h angementC h angementC h angement
O KO KO KO K
P l ansP l ansP l ansP l ans
d ’ évolut ionsd ’ évolut ionsd ’ évolut ionsd ’ évolut ions
p ro fesp ro fesp ro fesp ro fes ----
s i onnelless i onnelless i onnelless i onnelles
Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre
En q uêtes ouEn q uêtes ouEn q uêtes ouEn q uêtes ou
I n dicateurs I n dicateurs I n dicateurs I n dicateurs
d ’ adhésiond ’ adhésiond ’ adhésiond ’ adhésion
Note deNote deNote deNote de
cadragecadragecadragecadrage
MOAMOAMOAMOA
Plans dePlans dePlans dePlans dedéploiementdéploiementdéploiementdéploiement
PlanningsFiches de
Pilotage
Processus)
But sometimes, after a while …
My project is top
priority !
My customer can’t wait any
longer !
I need more resources now !
I want to take his job …
EX 2 : THE strategic digital transformation project …
Sounds obvious
Can only agree …
• Involving Experts• Drawing plans• Designing training programs• Publishing newsletters• …
Will neverwork here !Don’t have
time !
No needfor usToo much
…
A task force is created …
Gain motivation
Get appropriate skills
Understand Where / What
QUESTION :QUESTION :QUESTION :QUESTION :
WHAT CAN EVENTUALLY CHANGE ?
CultureCulture
StrategyStrategy
Workenvironment
Workenvironment
Operating modes
Operating modes
OrganisationOrganisation
Work itselfWork itself
SituationsSituations
A new employee
Health and safety
Same jobs
Same rules
Same tools …
homeostasis
1 New organization
New standards
New jobs
New rules
New tools …
(r)evolution
2
2 TYPES OF CHANGE
CHANGE’S OBJECTIVES
Back to former (stable) level Towards a new (unstable) level
Confidence vs Doubt
Any management act must ensure that the gap remains positive and therefore leads to :
⇒ Reducing the level of doubt
⇒ Increasing the level of confidence
confidence MDD+
doubt
Positive GapEnergy triggers action
� � � � Pro-Active
confidence MDD+
doubt
EqualNo energy => no move
� � � � Responsive
confidence MDD+
doubt
Negative GapLack of motivation
� � � � Resistance/depression
CONFIDENCE VS DOUBT
confidence
• …
doubt
• …
Exemples of manager’s behavior leading to …
USUAL ANSWER : INFORMATION & COMMUNICATION
A couple of messages or video on intranet
New procedures & job descriptions
(mandatory) Training sessions
Rational communication
Common scope of change management
ANSWER #1 : INFORMATION & COMMUNICATION
What do I have to do now ?
Dealing with new (unknown) people
Using new technologies
When do they expect me to … ?
May resolvesuperficial matters…
Common scope of change management
TYPE 2 => INSTABILITY => DOUBTS
What do I have to do now ?
Dealing with new (unknown) people
Using new technologies
When do they expect me to … ?
What will I be appraised on ?
What will I be recognized on ?
Am I still able ?
Still a job for me ?
May highlight lack of capacities, fears, risks of failure…
Common scope of change management
TYPE 2 => INSTABILITY => DOUBTS
What do I have to do now ?
Dealing with new (unknown) people
Using new technologies
When do they expect me to … ?
What will I be appraised on ?
What will I be recognized on ?
Am I still able ?
Still a job for me ?
Deep causes of resistance
Common scope of change management
TYPE 2 => INSTABILITY => DOUBTS
What do I have to do now ?
Dealing with new (unknown) people
Using new technologies
When do they expect me to … ?
What will I be appraised on ?
What will I be recognized on ?
Am I still able ?
Still a job for me ?
Deep causes of resistance
Management’s behaviour���� Change capacity
Energy
Doubt
ConfidenceMDD
RESISTANCE TO CHANGE IS A MYTH
Individuals are not reluctant to change
Managers in charge of leading changes are clumsy
Resistance is triggered by fears of loosing
• know-how, power, legitimacy, workplace, work relationships
• any other results gained from fierce past battles…
IN SUMMARY
Resist
Fears
New
Human factor comes first !
IMPOSE
TOO FAST
DRAMATIZE
UNDERESTIMATE
OPTIMISM
PRESSURE ON RESULT
STRESS
BLAME
HAPPY FEW
HOW TO TACKLE TYPE 2 CHANGES ?
4 PRIORITIES
ACKNOWLEDGE
Past achievementsListeningEffortsEarly results
SELF-CONFIDENCE
MOTIVATE
VisionShared projectBenefits, Potential difficulties
APPEAL
SECURE
RequirementsClub rulesOrganization, rolesAction plansAssessments
COMMITMENT
GUIDE
Individual training plansTransitions plansTrial & errorManage gaps
PROGRESS
HOW TO SETUP AND RUN A CHANGE PROJECT
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
CCCC
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IIII
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OK
A M
SG
•Executive level
• Existing situations
• Business context, reasons for change
• Targets (products*marketplace, organization …)
• Impacted scope and staff
• Potential social impacts
• Rough sizing
• Timeframe
• « change » team
A M
SG
CorporatePROJECT
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
AWARENESS COMMUNICATION
• Project formal launch
• Intense preparation (content and form) with executive and speakers
« Conference »
CCCC
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MMMM
MMMM
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IIII
CCCC
AAAA
TTTT
IIII
OOOO
NNNN
A M
SG
1. Strategic Framework
Intranet,
newsletter …
•Why ?
• Progress towards target definition
• Identify players’ positioning & Assess potential resistances (nature & intensity)
• Identify key, emblematic themes subject to change
• Express change impact ac/to these themes
• Assess size and nature of efforts (training, comm, management …)
•Five + 1 steps
• Operational diagnosis
• Early expression of target
• Player’s cartography
• Individual diagnosis interviews
• +1 …
• …
A M
SG
acceptation
importance
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
•Why ?
• Progress towards target definition
• Identify players’ positioning & Assess potential resistances (nature & intensity)
• Identify key, emblematic themes subject to change
• Express change impact ac/to these themes
• Assess size and nature of efforts (training, comm, management …)
•Five + 1 steps
• Operational diagnosis
• Early expression of target
• Player’s cartography
• Individual diagnosis interviews
• +1 …
• …
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
•Why ?
• Progress towards target definition
• Identify players’ positioning & Assess potential resistances (nature & intensity)
• Identify key, emblematic themes subject to change
• Express change impact ac/to these themes
• Assess size and nature of efforts (training, comm, management …)
•Five + 1 steps
• Operational diagnosis
• Early expression of target
• Player’s cartography
• Individual diagnosis interviews
• +1 …
• …
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
•Why ?
• Progress towards target definition
• Identify players’ positioning & Assess potential resistances (nature & intensity)
• Identify key, emblematic themes subject to change
• Express change impact ac/to these themes
• Assess size and nature of efforts (training, comm, management …)
•Five + 1 steps
• Operational diagnosis
• Early expression of target
• Player’s cartography
• Individual diagnosis interviews
• +1 …
• …
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
PROPOSAL COMMUNICATION
Executive board preparation
• Diagnosis validation
• Priority themes
• Work groups
All staff Conference
• Diagnosis & impact study
• (Teambuilding / ownership sessions)
• Work groups & workshops calendar
• Social event
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MMMM
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IIII
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A M
SG
Change plan (V1)• Product offering• Organization &
structure
• Jobs & skills
• Process, tools, KPI• Culture & behavior
• Roadmaps including
pilot sites
•Why ?
• Progress towards target definition
• Identify players’ positionning & Assess potential resistances (nature & intensity)
• Identify key, emblematic themes subject to change
• Express change impact ac/to these themes
• Assess size and nature of efforts (training, comm, management …)
•Five + 1 steps
• Operational diagnosis
• Early expression of target
• Player’s cartography
• Individual diagnosis interviews
• +1 …
• Collective impact study workshops
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
Product offering
• R&D projects…
• Sales & support channels
Organization/structures, power, accountabilities
• New responsibilities areas
• New dependencies
Jobs & skills
• Mission, job descriptions, required skills
• Recruitment & training plans
Process, tools, kpi
• New processes
• Tools needs analysis
• Performance measurement systems
• Implementation plans
Culture and behavior
• New « philosophies »
• Expected behavior
Clarification Comm
Small groups
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
Scope & shape
• Inside / outside
• E-learning
• Business
• Behavior
• Management B/DB
Communication
• Site visits
• Movies
• Newsletter
• Intranet / Forums
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
Project management
• Progress• Documents
• Communication
• Training sessions
• Early feedback• Skills take up
• Fuzzy areas
• First difficulties
EFFECTS
• First results
• Corrective actions
• KPI
• Stabilization Communication
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
T1
•stable
•acceptance
T2
•instable
•emotion
T1
•stable
•acceptance
T2
•instable
•emotion
STEP BY STEP APPROACH
A M
SG
1. Strategic Framework
2. Diagnosis & impact
3. IT & Process engineering
4. Training & Transition
5. Deployment & monitoring
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OK
NEARLY THERE !
Step by step approach create conditions of progressive ownership and future sustainability
Change acceptance by staff comes not only from their involvement into the project, but also from the management behavior
Therefore, what should be the role of each manager during the transformation project ?
Human being
operating
system
Climate
Maintain relational climate of trust,
autonomy,motivation
Progress & Recognition
Activity & skills monitoring
Initiatives, efforts, progress, results
Authority
Gap management
Respect of commitments
Credibility
Requirements
Missions, behavior, rules, norms &
standards
Vision
Communicate attractivevision of future,
ambitions…
Provide info andmeaning
WHICH ROLE FOR THE MANAGER ?
WHAT ABOUT YOU ?
TAKE THE TEST ! http://www.acde-conseil.com/mpro
IN CONCLUSION…
Confidence Empathy
Listen Acknowledge
Thanks for your attention !
Questions ?
Vincent Guibert
+33 6 60 69 00 [email protected]
www.acde-conseil.com - twitter @acde_conseil