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Our objective: to set up the virtuous circle of organisational development
"Our client believes that his organisation 'is labouring' or is not high-performance enough. However, attempting to introduce fresh vigour to it by relying purely on the virtue of change is often futile. Various analytical or sociological tools exist, which set out the initial resources for structuring, launching and controlling a change process."
Organisations change -- or are required to change -- hand-in-hand with strategic decisions & projects. How can these movements, re-organisations, re-structuring processes and adaptations be anticipated and even devised? For us, it has to be as the result of carefully prepared work, developed on a shared basis.
We put the client in centre frame and reconstruct the organisation around his expectations & needs.
All of our organisational development activities operate at several levels simultaneously (structure, process, culture, interpersonal relationships, etc.). In particular, social consequences are integrated at the highest possible point upstream.
The virtuous circle of organisational development can be triggered at two main access points:
In both cases, it is appropriate to operate on processes and the organisation simultaneously, whilst placing the emphasis on whichever objective has been identified as the priority (structure or process).
Various methods & tools can be used depending on whether it is appropriate to advance in small steps or by radically transforming the company's referential system.
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Progressing within the company's present referential system |
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Transforming the company's referential system |
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" De-frosting " |
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| Analysis of present situation |
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Destabilisation |
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Emerging from the present referential system |
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Stabilisation |
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Conception and stimulation |
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| Reconstruction of process (and of SI's) |
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| Re-conception of the organisation, of the SI's and even of the company's culture |
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Consolidation |
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Development/improvement of existing skills |
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Appropriation of new processes |
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Lining individual patterns of action up with the new referential system
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Organisation |
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Skills |
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Performance indicators |
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Roles and responsibilities |
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Evaluation and remuneration |
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Meeting the challenge of new information & communications technologies (ICTs)
ICTs (information & communications technologies) are involved in most organisational problems, and are therefore an element of almost every change process. ICT can be a positive catalyst for organisational change and for performance improvement. However, in order for the installation process not to become a problem and a financial disaster, particular attention has to be paid to how the project is conducted and controlled. We have developed modes of operation and solutions for this context..
Conducting change
As they grow and develop routines that this entails, structures risk becoming clogged up and inertia can set in. To change, organisations require inventiveness, expertise and hand-holding through the necessary process of stimulation.
At CM International, we attach particular importance to the managerial & cultural aspect of change. This involves the following steps: Analysis at a position well upstream of potential resistance, Preparation of an in-house communication plan, Employee participation, Interfacing with training programmes
We deliberately focus our attention on the problem raised and its context. For us, the preparation process (which is shared between the various players) is itself an important result and underpins preparation of the organisational objective.
The nature and the level of involvement of the players must be defined at a very early stage: this will vary according to the organisational context and on the project itself. Our approach uses various sociological tools, for example Role Playing, which encourages all participants to become involved.
We never forget that there are men & women -- with their own skills and their own motivations -- behind organisations & structures.
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