De la conduite du changement instrumentalisée au changement agile

Autissier, David; Johnson, Kevin; Moutot, Jean-Michel

doi:10.3917/qdm.152.0037

Cited by 17 publications

(12 citation statements)

References 12 publications

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“…It means that an agile change management -as agile implies exactly this concept of employees implicationshould help a change project. The methodology proposed by [1,15] provides the basis for a change management approach incorporating the principles of agility. Some techniques are recommended by the method but here we propose a set of tools that can be used to implement these techniques, each phase of the method having its own tools that will allow to produce deliverables that will in turn meet the objectives of each phase.…”

Section: The Cooc Methodsmentioning

confidence: 99%

“…1. Tools of the COOC method -based on [1] C. Define phase Change management consists in a set of methods, processes and tools that will diagnose a situation of change and propose a number of actions to support and control change. The main objective of most methods is to limit the resistance to change of beneficiaries affected by change.…”

Section: The Cooc Methodsmentioning

confidence: 99%

“…These models have several limitations, hence the need for a different and more agile behaviour of change. [1] explains these limitations: (a) the linear structuring that creates tunneling effects between beneficiary engagement and when the change will be real for them, (b) "the dictatorship of the Powerpoint" as many productions describe the existing in an analytical way without always giving action keys that will put the beneficiaries in a dynamic of transformation, (c) the low participation of beneficiaries.…”

Section: A Change Agility and Agile Change Managementmentioning

confidence: 99%

“…In the Agile change management model [1] [15] the link between the business line and the change is essential, it is not just necessary to "change to change" because the change will always bring added value to the business. We want to change in order to do better in the value-creating activity, thus the business or trades of the company.…”

Section: B the Agile Change Management Modelmentioning

confidence: 99%

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COOC: An Agile Change Management Method

Grand

Deneckère

2019

2019 IEEE 21st Conference on Business Informatics (CBI)

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Successful completion of the Industry 4.0 or Future Industry programs requires support for women and men to drive them. The challenge of aligning skills is complemented by the modernization of their practices and tools. All businesses are changing and change management techniques have become standard practice in most organizations. However, the so-called "traditional" methods are limited and it is now proposed change management methods called "agile", borrowing the philosophy of agile development methods to reduce the obstacles to change by injecting a bit of agility in their way of doing things. We first argue about this proposal with the results of a questionnaire to define the importance of people implication in a change project. We then propose a method based on the agile change model [1] by proposing tools adapted to each phase as well as an optimization of the experimentation phase. An evaluation of the proposed method is performed with a retrospective on a real case and the interview of an expert.

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Section: The Cooc Methodsmentioning

confidence: 99%

Section: The Cooc Methodsmentioning

confidence: 99%

Section: A Change Agility and Agile Change Managementmentioning

confidence: 99%

Section: B the Agile Change Management Modelmentioning

confidence: 99%

See 2 more Smart Citations

COOC: An Agile Change Management Method

Grand

Deneckère

2019

2019 IEEE 21st Conference on Business Informatics (CBI)

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“…Consequently, the need to manage change is one of the EA's success keys. Change management is generally divided into three steps [14]: (i) the change definition, (ii) the change implementation by following a chosen implementation strategy, and (iii) the change consolidation to guarantee change assimilation.…”

Section: Change Managementmentioning

confidence: 99%

Supporting Enterprise Changes Using Actor Performance Assessment

Jabloun

Sayeb

Ghezala

et al. 2015

Service-Oriented Computing - ICSOC 2014 Workshops

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Abstract. In an evolutionary environment, many changes can be triggered by enterprise in order to cope with increased development. These changes can be critical if they are not well identified and addressed. In this context, Enterprise Architecture (EA) operates to provide holistic and coherent enterprise vision and aims to guide enterprise change. One of these changes depends on competence which is related to actors' performance assessment. In doing so, we define a formal approach that accompanies changes and provides strategic guidance based on actors performance assessments. Then, we identify the multilevel character of changes using hierarchical linear model (HLM) to compute linear correlation coefficient. Our method is based on the prediction and helps in anticipating the changing impacts. Finally, a prototype is developed to evaluate this approach in a case study.

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From project to organizational collective: an organizational innovation – the case of collective in a cluster of private healthcare establishments

Gélizé,

Darras

2024

EJIM

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PurposeThe development of organizational collectives is a lever for innovation to meet the major challenges of technological, social and environmental change. The aim of this research is to characterize the process by which organizational collectives.Design/methodology/approachThis is a case study of six private healthcare establishments mobilized around an organizational project. A seven-month research-intervention was carried out with six healthcare establishments mobilized around an organizational human resources (HR) project. The transformative aim was to encourage the emergence of an organizational collective by playing a functionalist role in the project methodology while also reflecting on the organizational practices observed. Using an abductive and constructivist approach, the study material revolved around the mental representations of the practitioners involved in this collective, gathered through semi-structured interviews, participant observations and documentary research.FindingsThis research characterizes a process of emergence of a collective of organizations that includes an activation phase consisting of triggering factors contributing to the construction of shared mental representations and a phase of specific structuring of the collective action of the organization collective in the making. These two phases lay the foundations for the organizational collective responsible for managing not only the initial project but also other projects and operations, thus ensuring its longevity.Research limitations/implicationsIt is based on a single exploratory case study with a limited sample of members of an organizational collective. In addition, it is specific to the healthcare sector, the HR field and the hierarchical level of the members we worked with. With a view to verifying, consolidating and generalizing knowledge, it would be pertinent to test these results in other empirical contexts.Practical implicationsThe direct managerial interest of our study will therefore lie in the recommendations addressed to players wishing to become involved in a collective of organizations. The organizational collective is founded on a durability that goes beyond the temporary framework of the project. It would be interesting to know how to contribute to the durability of this collective from the outset, in particular through the “routinization” of organizational practices generated within the framework of this regulation by management systems. This collective of organizations also generates a value system which, if we refer to the results of our research, goes beyond the objectives of solving the project’s problem. It would also be timely to pursue research into the value creation of a collective of organizations.Social implicationsFor a number of years, healthcare policies have been encouraging the development of collective organizations through greater coordination, supply chains, care networks, etc. (Valette, 2019). Nonetheless, we have to acknowledge the scarcity of management science research on the subject in this sector, despite the fact that public policy incentives to reorganize the healthcare system are constantly highlighting them. In concrete terms, since the 2016 Modernization Act, numerous organizational collectives in response to major public health challenges have been deployed, such as professional communities in healthcare territories, “Art 51” pathways, etc. (Observatoire National de la Qualité de vie au travail, 2021).Originality/valueDespite extensive research into the characteristics and modes of operation of organizational collectives, little is known about their emergence process (Viollet and Dreveton, 2023). Moreover, there is little management science research on organizational collectives in the healthcare sector, even though public policy incentives are constantly encouraging them. Our aim is to fill this gap by answering the question: How does an organizational collective emerge?

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De la conduite du changement instrumentalisée au changement agile

Cited by 17 publications

References 12 publications

COOC: An Agile Change Management Method

COOC: An Agile Change Management Method

Supporting Enterprise Changes Using Actor Performance Assessment

From project to organizational collective: an organizational innovation – the case of collective in a cluster of private healthcare establishments

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