{"id":11592,"date":"2019-06-11T12:57:56","date_gmt":"2019-06-11T12:57:56","guid":{"rendered":"http:\/\/localhost:8080\/?p=11592"},"modified":"2019-06-11T12:57:56","modified_gmt":"2019-06-11T12:57:56","slug":"transformation-du-groupe-orange-une-feuille-de-route-sans-etape-visible","status":"publish","type":"post","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/2019\/06\/11\/transformation-du-groupe-orange-une-feuille-de-route-sans-etape-visible\/","title":{"rendered":"Transformation du Groupe Orange: une feuille de route sans \u00e9tape visible"},"content":{"rendered":"<p>[<em>French version here\/English version below<\/em>]<\/p>\n<p>Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en d&rsquo;Orange des 4, 5 et 6 juin 2019 \u00e0 Amsterdam, la Direction du Groupe a inscrit \u00e0 l&rsquo;ordre du jour un point relatif \u00e0 la transformation du Groupe Orange, dossier pr\u00e9sent\u00e9 par B\u00e9n\u00e9dicte Li\u00e9nard, Directrice du Programme de Transformation Groupe.<\/p>\n<p>Initi\u00e9 courant 2018 par le Comit\u00e9 Ex\u00e9cutif du Groupe, le programme de transformation du Groupe a \u00e9t\u00e9 lanc\u00e9 au d\u00e9but de 2019, notamment via la constitution, au premier semestre, des groupes de chefs de projet. L&rsquo;objectif consiste \u00e0 poursuivre cette dynamique d&rsquo;\u00e9volution et de transformation que le Groupe n&rsquo;a cess\u00e9 de mettre en oeuvre au fil des ann\u00e9es, en se r\u00e9inventant en continu et en capitalisant sur de nombreux atouts, tels que la puissance de la marque, des liens solides tiss\u00e9s avec ses clients, une r\u00e9elle expertise dans le domaine de l&rsquo;innovation et des r\u00e9seaux reconnus \u00e0 la pointe de la technologie. La Direction indique que le moment est opportun, puisque plusieurs entit\u00e9s auraient d\u00e9j\u00e0 fait \u00e9voluer leur mode de fonctionnement en le rendant plus en phase avec les enjeux d&rsquo;op\u00e9rateur international et multi-services du Groupe, et qu&rsquo;il r\u00e9pondrait \u00e9galement \u00e0 une attente des salari\u00e9s.<\/p>\n<p>La construction de ce programme de transformation du Groupe a \u00e9t\u00e9 \u00e9difi\u00e9e, d\u00e8s l&rsquo;origine, autour de trois principes articul\u00e9s autour:<\/p>\n<ul>\n<li>d&rsquo;une implication de tous les membres du Comit\u00e9 Ex\u00e9cutif afin de s&rsquo;assurer que le programme soit l&rsquo;exact reflet de leurs priorit\u00e9s, et de maintenir l&rsquo;adh\u00e9sion sur l&rsquo;int\u00e9gralit\u00e9 de sa dur\u00e9e<\/li>\n<li>de l&rsquo;\u00e9coute des salari\u00e9s via notamment 150 entretiens individuels men\u00e9s avec des repr\u00e9sentants des diff\u00e9rents pays, selon des fonctions et de profils divers, afin d&rsquo;alimenter la construction du programme et d&rsquo;en \u00e9prouver constamment les fondamentaux.<\/li>\n<li>de la co-construction, via l&rsquo;organisation de six ateliers visant \u00e0 nourir le d\u00e9bat du Comit\u00e9 Ex\u00e9cutif en identifiant des prioirt\u00e9s et attentes de transformation des modes de fonctionnement.&nbsp;Plus d&rsquo;une cinquantaine de participants ont ainsi particip\u00e9 directement \u00e0 la structuration du programme. Par ailleurs, diff\u00e9rents cercles de r\u00e9flexion et d&rsquo;\u00e9change se mettent en place au fil de l&rsquo;eau, afin de f\u00e9d\u00e9rer des acteurs divers, tous niveaux et profils confondus.<\/li>\n<\/ul>\n<p>Cinq th\u00e8mes majeurs ont donc \u00e9t\u00e9 retenus par le Comit\u00e9 Ex\u00e9cutif du Groupe:<\/p>\n<ol>\n<li>Une prise de d\u00e9cision plus claire et orient\u00e9e vers la cr\u00e9ation de valeur durable<\/li>\n<li>Une structure simple et l\u00e9g\u00e8re au service des op\u00e9rations et d&rsquo;une mise en oeuvre plus rapide<\/li>\n<li>Une culture et des environnements de travail plus agiles<\/li>\n<li>Une priorisation strat\u00e9gique de l&rsquo;innovation centr\u00e9e client et business<\/li>\n<li>Le renforcement de la diversification et de l&rsquo;engagement soci\u00e9tal du Groupe, en phase avec l&rsquo;\u00e9volution des pr\u00e9occupations de ses clients.<\/li>\n<\/ol>\n<p>Ces cinq th\u00e8mes majeurs ont eux-m\u00eames \u00e9t\u00e9 d\u00e9clin\u00e9s en dix projets prioritaires, \u00e0 raison de deux par th\u00e8me, chacun pilot\u00e9 directement par un membre du Comit\u00e9 Ex\u00e9cutif:<\/p>\n<ul>\n<li>A1 &#8211; mode de fonctionnement du Comit\u00e9 Ex\u00e9cutif adapt\u00e9 \u00e0 l&rsquo;entreprise agile (St\u00e9phane Richard, CEO du Groupe)<\/li>\n<li>A2 &#8211; pratiques d\u00e9cisionnelles Groupe plus efficaces (Nicolas Gu\u00e9rin, Secr\u00e9taire G\u00e9n\u00e9ral du Groupe)<\/li>\n<li>B1 &#8211; mod\u00e8le de responsabilit\u00e9 central-local clarifi\u00e9 pour le Groupe (Laurent Paillassot, CEO d&rsquo;Orange Espagne)<\/li>\n<li>B2 &#8211; fonctions support et si\u00e8ge plus simples et agiles (Paul de Leusse, en charge des Services Financiers Mobiles)<\/li>\n<li>C1 &#8211; culture adapt\u00e9e \u00e0 l&rsquo;entreprise agile et partag\u00e9e par tous (Fabienne Dulac, CEO d&rsquo;Orange France)<\/li>\n<li>C2 &#8211; environnements de travail facilitants et collaboratifs \u00e0 tous niveaux (Helmut Reisinger, CEO Orange Business Services)<\/li>\n<li>D1 &#8211; priorit\u00e9s strat\u00e9giques d&rsquo;innovation et diversification partag\u00e9es et pilot\u00e9es (Hugues Foulon, Directeur de la Strat\u00e9gie et des activit\u00e9s de cyber-s\u00e9curit\u00e9)<\/li>\n<li>D2 &#8211; innovation Groupe plus orient\u00e9e pays et r\u00e9gions et focalis\u00e9e sur les priorit\u00e9s du Groupe (Mari-No\u00eblle J\u00e9go-Laveissi\u00e8re, Directrice en charge des technologies et de l&rsquo;innovation globale)<\/li>\n<li>E1 &#8211; profils et comp\u00e9tences plus diversifi\u00e9s, des mod\u00e8les de reconnaissance adapt\u00e9s (Alioune Ndiaye, CEO d&rsquo;Orange Afrique &#038; Moyen-Orient)<\/li>\n<li>E2 &#8211; engagement soci\u00e9tal du Groupe reconnu et port\u00e9 par tous (Christine Albanel, Directrice RSE, Diversit\u00e9, Partenariats et Solidarit\u00e9)<\/li>\n<\/ul>\n<p>La Direction indique une dur\u00e9e estim\u00e9s de 18 \u00e0 24 mois pour la plupart de ces projets, avec une revue \u00e0 l&rsquo;issue des 12 premiers mois afin d&rsquo;effectuer des ajustements le cas \u00e9ch\u00e9ant. Outre les dix projets pr\u00e9c\u00e9demment list\u00e9s, deux autres projets de transformation sp\u00e9cifiques \u00e0 deux entit\u00e9s du Groupe viennent les compl\u00e9ter:<\/p>\n<ul>\n<li>Kilimandjaro &#8211; Orange Afrique et Moyen-Orient, pilot\u00e9 par Alioune Ndiaye<\/li>\n<li>Ancrage territorial &#8211; Orange France, pilot\u00e9 par Fabienne Dulac<\/li>\n<\/ul>\n<p>Ces deux derniers projets sont men\u00e9s et pilot\u00e9s par les entit\u00e9s, tout en demeurant en \u00e9troite coordination avec les dix autres projets du programme. Enfin, la Direction indique que le programme n&rsquo;assure pas le pilotage direct de toutes les d\u00e9marches de transformation men\u00e9es dans le Groupe, mais s&rsquo;assure de leur visibilit\u00e9, de leur coh\u00e9rence et de leur partage, chaque entit\u00e9 demeurant autonome dans la d\u00e9finition de ses modes et rythme de mise en oeuvre, avec une r\u00e9elle marge de manoeuvre dans la recherche des meilleurs \u00e9quilibres et solutions.<\/p>\n<p><strong>Si le format de la pr\u00e9sentation sous forme d&rsquo;une simple note a pu surprendre, les membres du Comit\u00e9 de Groupe Europ\u00e9en expriment leur \u00e9tonnement quant \u00e0 l&rsquo;absence d&rsquo;\u00e9l\u00e9ments de construction du programme, notamment via la pr\u00e9sentation des premiers leviers d&rsquo;actions concr\u00e8tes. Par ailleurs, une incompr\u00e9hension demeure dans certaines entit\u00e9s, telles que l&rsquo;innovation par exemple, o\u00f9 l&rsquo;on ne comprend pas bien le mod\u00e8le \u00e9conomique choisi par le Groupe ainsi que les priorit\u00e9s en termes d&rsquo;investissement, le tout avec un risque bien r\u00e9el de perte de sens. A ce titre, les membres du Comit\u00e9 de Groupe Europ\u00e9en expriment leur d\u00e9ception face \u00e0 l&rsquo;absence de point pr\u00e9cis sur l&rsquo;avancement des diff\u00e9rents chantiers, avec un \u00e9clairage projet par projet.<\/strong> La Direction tente de rassurer en notant que, si l&rsquo;impatience est l\u00e9gitime, il convient de prendre le temps de ne pas plaquer des intuitions ou des visions trop g\u00e9n\u00e9ralistes de ce qu&rsquo;il conviendrait de faire, mais bien prendre le soin d&rsquo;associer les \u00e9quipes sujet par sujet, afin d&rsquo;\u00eatre le plus concret possible dans l&rsquo;\u00e9laboration de ce qui sera propos\u00e9 au Comit\u00e9 Ex\u00e9cutif du Groupe. <strong>N\u00e9anmoins, les membres du Comit\u00e9 de Groupe Europ\u00e9en expriment le souhait d&rsquo;avoir des \u00e9tapes de pr\u00e9sentation interm\u00e9diaires, via son Bureau ou lors des prochaines sessions pl\u00e9ni\u00e8res.<\/strong><\/p>\n<p>[<em>English version<\/em>]<\/p>\n<p>As part of the Orange European Works Council meeting in Amsterdam on 4th, 5th and 6th June 2019, the Group&rsquo;s Management included on the agenda an item relating to the Orange Group transformation, presented by B\u00e9n\u00e9dicte Li\u00e9nard, Director of the Group Transformation Program.<\/p>\n<p>Initiated in 2018 by the Group&rsquo;s Executive Committee, the Group&rsquo;s transformation program was launched at the beginning of 2019, in particular by setting up groups of project managers in the first half of the year. The goal is to continue this dynamic of evolution and transformation that the Group has continued to implement over the years, reinventing itself continuously and capitalizing on many assets, such as the power of the brand, solid relationships with customers, real expertise in the field of innovation and recognized networks at the cutting edge of technology. The Management indicates that the timing is opportune, since several entities would have already changed their mode of operation by making it more in line with the issues of international operator and multi-services of the Group, and that it would also meet an expectation of employees.<\/p>\n<p>The construction of this transformation program of the Group has been built, from the beginning, around three principles articulated around:<\/p>\n<ul>\n<li>an involvement of all members of the Executive Committee to ensure that the program is a true reflection of their priorities, and to maintain membership over its entire duration<\/li>\n<li>listening to employees via 150 individual interviews conducted with representatives of different countries, according to various functions and profiles, to fuel the construction of the program and to constantly test the fundamentals.<\/li>\n<li>co-construction, through the organization of six workshops aimed at feeding the Executive Committee&rsquo;s debate by identifying priorities and expectations for the transformation of the operating modes. More than fifty participants took part directly in structuring the program. In addition, various circles of reflection and exchange are being set up along the water, to federate various actors, all levels and profiles combined.<\/li>\n<\/ul>\n<p>Five major themes were therefore selected by the Group&rsquo;s Executive Committee:<\/p>\n<ol>\n<li>Clearer decision making and sustainable value creation<\/li>\n<li>A simple and light structure at the service of operations and a faster implementation<\/li>\n<li>A culture and more agile work environments<\/li>\n<li>A strategic prioritization of customer and business-centric innovation<\/li>\n<li>Strengthening the Group&rsquo;s diversification and societal commitment, in line with the changing concerns of its customers.<\/li>\n<\/ol>\n<p>These five major themes have themselves been divided into ten priority projects, two of them by theme, each led directly by a member of the Executive Committee:<\/p>\n<ul>\n<li>A1 &#8211; operating mode of the Executive Committee adapted to the agile company (St\u00e9phane Richard, Group CEO)<\/li>\n<li>A2 &#8211; more effective Group decision-making practices (Nicolas Gu\u00e9rin, Group Secretary General)<\/li>\n<li>B1 &#8211; model of central-local responsibility clarified for the Group (Laurent Paillassot, Orange Spain CEO)<\/li>\n<li>B2 &#8211; simpler and more agile support and seat functions (Paul de Leusse, in charge of Mobile Financial Services)<\/li>\n<li>C1 &#8211; culture adapted to the agile enterprise and shared by all (Fabienne Dulac, Orange France CEO)<\/li>\n<li>C2 &#8211; facilitating and collaborative working environments at all levels (Helmut Reisinger, Orange Business Services CEO)<\/li>\n<li>D1 &#8211; strategic priorities for innovation and diversification shared and managed (Hugues Foulon, Director of Strategy and cyber security activities)<\/li>\n<li>D2 &#8211; Group-oriented innovation focused more on countries and regions and focused on the Group&rsquo;s priorities (Mari-No\u00eblle J\u00e9go-Laveissi\u00e8re, Director in charge of technology and global innovation)<\/li>\n<li>E1 &#8211; more diversified profiles and skills, adapted recognition models (Alioune Ndiaye, Orange Middle East &#038; Africa CEO)<\/li>\n<li>E2 &#8211; societal commitment of the Group recognized and supported by all (Christine Albanel, CSR Director, Diversity, Partnerships and Solidarity)<\/li>\n<\/ul>\n<p>The Management indicates an estimated duration of 18 to 24 months for most of these projects, with a review at the end of the first 12 months to make adjustments if necessary. In addition to the ten projects previously listed, two other transformation projects specific to two Group entities complete them:<\/p>\n<ul>\n<li>Kilimanjaro &#8211; Orange Middle East &#038; Africa, piloted by Alioune Ndiaye<\/li>\n<li>Territorial anchorage &#8211; Orange France, piloted by Fabienne Dulac<\/li>\n<\/ul>\n<p>These last two projects are led and managed by the entities, while remaining in close coordination with the other ten projects of the program. Finally, the Management indicates that the program does not ensure the direct management of all the transformation initiatives carried out in the Group, but ensures their visibility, coherence and sharing, each entity remaining autonomous in the definition of its modes and rhythm of implementation, with a real margin of maneuver in the search for the best balances and solutions.<\/p>\n<p><strong>If the format of the presentation in the form of a simple note was surprising, the members of the European Works Council express their astonishment about the lack of elements of the program&rsquo;s construction, notably through the presentation of the first levers of action concrete. Moreover, misunderstanding remains in some entities, such as innovation for example, where we do not understand the business model chosen by the Group as well as the investment priorities, all with a very real risk. loss of meaning. As such, the members of the European Works Council express their disappointment at the lack of a precise point on the progress of the various projects, with project-by-project lighting.<\/strong> The Management tries to reassure by noting that, if the impatience is legitimate, it is advisable to take the time not to plate intuition or too general vision of what should be done, but take care to associate the teams subject by subject, in order to be as concrete as possible in the elaboration of what will be proposed to the Executive Committee of the Group. <strong>Nevertheless, the members of the European Works Council express the wish to have intermediate presentation stages, via its Bureau or during the next plenary sessions.<\/strong><\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>[French version here\/English version below] Dans le cadre du Comit\u00e9 de Groupe Europ\u00e9en d&rsquo;Orange des 4, 5 et 6 juin 2019 \u00e0 Amsterdam, la Direction du Groupe a inscrit \u00e0 [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[118],"tags":[],"class_list":["post-11592","post","type-post","status-publish","format-standard","hentry","category-comite-groupe-europe-monde"],"blog_post_layout_featured_media_urls":{"thumbnail":"","full":""},"categories_names":{"118":{"name":"Comit\u00e9 Groupe Europe+Monde","link":"https:\/\/dev.cfecgc-orange.app\/index.php\/category\/comites-groupe\/comite-groupe-europe-monde\/"}},"tags_names":[],"comments_number":"0","wpmagazine_modules_featured_media_urls":{"thumbnail":"","cvmm-medium":"","cvmm-medium-plus":"","cvmm-portrait":"","cvmm-medium-square":"","cvmm-large":"","cvmm-small":"","full":""},"_links":{"self":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/11592","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/comments?post=11592"}],"version-history":[{"count":0,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/posts\/11592\/revisions"}],"wp:attachment":[{"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/media?parent=11592"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/categories?post=11592"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/dev.cfecgc-orange.app\/index.php\/wp-json\/wp\/v2\/tags?post=11592"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}