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 CEO: sharing responsibilities,

working in groups, encourage participation, innovation, more

productivity with shared system etc. (book)

c. Discrepancies:

Past Future

HRM: Discretinory Individualising

d. Business Strategy: mission+ objectives+ positioning

Cost leadership: Reduce workforce, reduce costs, such as coca-cola

50cents

Differentiation: web 2.0, [public relationships ( Didier bronne is part

of many committees) ], clear image of their products and market.

e. Organizational Configuration:

Org: Entrepreneurial :

Centralized decision

Machine

No meetings 1-to-1 communication

Performance evaluation

No coordination

Division of work: same task are repeated because of information

silos

f. Organizational Culture: Statements, objects, key people, spatial and

temporal dimensions ….(?)

CEO

The board of directors

Managers

Employees

g. HR policies

Discretinory

h. Production technology:

Unit-based(p.35): 4,000 customers , 10,000 products, avg sales=

4,000€/customeri. Information system architecture

Past: centralization

Future: integration

j. Locating informal circuits

Hierarchico-functional: 1-to-1 meeting

Ascending communication: ??

Lateral communication

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k. Identifying the main stakeholders:

CEO

The board of directors

Managers

Employees

I.2 Opportunities and constraints 1. Existing Influence System:

a. Opp/Thr: The market

Opportunities Constraints

ERP:

Shared DB

People are not ready for the

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change:

Lack of IT skills

Silos

Hire/Fire No information is available:

repetition of tasks

Consolidate depts They don’t like team-working with

other depts

II. THE PROBLEMS

III. Problematisation

1. proposing a common formulation of the problem to be solved

Internal Organization

Old ERP

a. Decrease profit

b. Information silos: (no communication between departments,

large sales, loosing information about old orders)

c. Old ERP

d. Panoptical management (weak middle mgt, 1-1 meetings)

e. Problems between dept A&B

f. Low level of computer skills

g. Positioning

h. Delays, 3 different papers (3 different companies), external

communication problems

i. No visibility for career development

j. Low turnover

2. Abandoning the myths of predetermining tasks and reforming

current practices

a. Transparency

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b. Reduce uncertainties

c. Interpersonal exchange (focus group)

d. Less standardized practicese. Trust relationships (meetings:presentation with financial

figures)

3. Avoiding the search for consensus and favouring compromises

a. Persuasion

b. Bargaining

c. Politics

4. Promoting unforseen innovations and appropriations

a. Innovation

b. Empowerment

c. Career development

III. HOW TO IMPLEMENT THE 2 SOLUTIONS

IV-Convergence (the jocker)

d. Encouragement

e. Arbitration ? (regressive)

5. Using project management techniques as shared references:

a. Gantt chart, pert, cpm

b. 1 year: trainings, communication

c. at the launch of ERP

d. CRM

e. Etilux mkt, positioning

6. Evaluating the process continuously frequency?

a. Financial indicators??

b. Delays

c. Customer satisfaction

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7. Communicating constantly about the process under way

V-Extention

1. Socialising newcomers

a. Clarifying the objectives

b. Iso??qualité

c. Remind the staff of their meaning

d. Creating a space to have their say

e. FAQ

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