{"id":709,"date":"2020-10-10T10:21:00","date_gmt":"2020-10-10T14:21:00","guid":{"rendered":"https:\/\/cofomos.cluster051.hosting.ovh.net\/change-management-and-organizational-transformation\/"},"modified":"2025-01-15T08:14:07","modified_gmt":"2025-01-15T13:14:07","slug":"gestion-du-changement-et-transformation-organisationnelle","status":"publish","type":"post","link":"https:\/\/old.cofomo.com\/fr\/perspectives\/gestion-du-changement-et-transformation-organisationnelle\/","title":{"rendered":"Gestion du changement et transformation organisationnelle"},"content":{"rendered":"\n<h2 class=\"wp-block-heading\">Petit exercice de s\u00e9mantique 101 pour y voir plus clair et faire le bon choix<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">En 1995,&nbsp;<a href=\"https:\/\/fr.wikipedia.org\/wiki\/John_Kotter\">John P. Kotter<\/a>&nbsp;publie dans le&nbsp;<a href=\"https:\/\/hbr.org\/\"><em>Harvard Business Review<\/em><\/a>&nbsp;un article qui va devenir une source d\u2019inspiration pour toute une g\u00e9n\u00e9ration de gestionnaires et de consultants&nbsp;:&nbsp;<a href=\"https:\/\/hbr.org\/1995\/05\/leading-change-why-transformation-efforts-fail-2\">Leading Change: Why Transformation Efforts Fail<\/a>&nbsp;(\u201cConduire le changement&nbsp;: pourquoi les efforts de transformation \u00e9chouent\u201d). En 1996, son ouvrage&nbsp;<a href=\"https:\/\/www.amazon.fr\/Leading-Change-John-P-Kotter\/dp\/1422186431\"><em>Leading and Change (<\/em>\u00ab&nbsp;Conduire le changement&nbsp;\u00bb<em>)<\/em><\/a><em>&nbsp;<\/em>d\u00e9crit les 8 \u00e9tapes permettant de transformer une entreprise et devient un&nbsp;<em>best-seller<\/em>&nbsp;mondial.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Vingt ans plus tard, malgr\u00e9 les efforts d\u00e9ploy\u00e9s et les sommes investies par les organisations dans la gestion du changement \u00ab&nbsp;<a href=\"https:\/\/www.lesaffaires.com\/strategie-d-entreprise\/management\/nouvelle-direction-et-gestion-du-changement\/597429\">70&nbsp;% des programmes de changement n\u2019atteignent (toujours) pas leurs objectifs.<\/a>&nbsp;\u00bb<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Plusieurs raisons expliquent pourquoi le mod\u00e8le de changement d\u00e9fendu par Kotter ne fonctionne pas. Parmi d\u2019autres&nbsp;:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>les programmes de changement \u00ab&nbsp;\u00e0 la Kotter&nbsp;\u00bb privil\u00e9gient une approche&nbsp;<em>Top-Down.&nbsp;<\/em>C\u2019est la haute direction de l\u2019organisation qui d\u00e9finit les orientations, la strat\u00e9gie et le tempo du changement. Dans ce sc\u00e9nario, la haute direction et les leaders du changement doivent imp\u00e9rativement partager la m\u00eame vision et tous aller dans la m\u00eame direction. C\u2019est rarement le cas. Parmi les facteurs qui contribuent le plus \u00e0 l\u2019\u00e9chec des programmes de changement figurent&nbsp;<a href=\"https:\/\/www.lesaffaires.com\/strategie-d-entreprise\/management\/nouvelle-direction-et-gestion-du-changement\/597429\">\u00ab&nbsp;les comportements des gestionnaires qui ne soutiennent pas les changements, dans 33&nbsp;% des cas&nbsp;\u00bb;<\/a><\/li>\n\n\n\n<li>les \u00e9tapes du changement sont lin\u00e9aires et s\u00e9quentielles, chacune devant \u00eatre d\u00e9ploy\u00e9e dans l\u2019ordre et au moment prescrit par un plan de match hyperd\u00e9taill\u00e9. La rigidit\u00e9 du mod\u00e8le le rend inapplicable dans un environnement d\u2019affaires o\u00f9 perturbations continues et&nbsp;<a href=\"https:\/\/www.mckinsey.com\/business-functions\/rts\/how-we-help-clients\"><em>reset in mind-sets and behaviors (something that few leaders know how to achieve)<\/em><\/a>&nbsp;sont la norme;<\/li>\n\n\n\n<li>si l\u2019avantage du mod\u00e8le Kotter r\u00e9side dans son caract\u00e8re g\u00e9n\u00e9rique,&nbsp;<a href=\"http:\/\/rh.sia-partners.com\/conduire-le-changement-3-limites-au-modele-de-kotter\">\u00ab&nbsp;sa d\u00e9clinaison op\u00e9rationnelle peut \u00eatre bien diff\u00e9rente selon le changement subi et le contexte de l\u2019entreprise concern\u00e9e.&nbsp;\u00bb<\/a>&nbsp;<em>One Size Doesn\u2019t Fit All<\/em>.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Une autre raison expliquant les pi\u00e8tres performances de ce mod\u00e8le vient peut-\u00eatre du fait que les parties prenantes (haute direction, gestionnaires, employ\u00e9s, consultants) confondent \u00ab&nbsp;changement&nbsp;\u00bb et \u00ab&nbsp;transformation&nbsp;\u00bb.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Quoi qu\u2019en disent les g\u00e9rants d\u2019estrade autour de la machine \u00e0 caf\u00e9, la plupart des organisations g\u00e8rent bien le changement, et ce,&nbsp;malgr\u00e9 qu\u2019il y a toujours place \u00e0 l\u2019am\u00e9lioration. Comme le souligne la Banque de d\u00e9veloppement du Canada, \u00ab&nbsp;qu\u2019il s\u2019agisse d\u2019un changement dans la gestion des stocks, de la mise en \u0153uvre d\u2019un syst\u00e8me de planification des ressources de l\u2019entreprise ou du lancement d\u2019un produit, (votre entreprise) est constamment en mode \u201cgestion de projets\u201d&nbsp;\u00bb.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pour peu que l\u2019organisation applique avec rigueur des principes et outils de gestion courants comme l\u2019analyse de rentabilit\u00e9 (<em>Business Case<\/em>),&nbsp;la planification des \u00e9tapes du projet, la d\u00e9finition des livrables et indicateurs de performance, le suivi du budget et des \u00e9ch\u00e9anciers, etc., de mani\u00e8re g\u00e9n\u00e9rale la mise en \u0153uvre du changement produit les r\u00e9sultats escompt\u00e9s.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cela tient au fait que la&nbsp;\u00ab&nbsp;gestion du changement&nbsp;\u00bb&nbsp;implique la mise en \u0153uvre d\u2019initiatives bien d\u00e9finies ayant une port\u00e9e clairement circonscrite. Si le changement peut (mais pas n\u00e9cessairement) affecter le fonctionnement de l\u2019organisation, il ne remet pas en cause son mod\u00e8le d\u2019affaires ou ses orientations strat\u00e9giques.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019implantation d\u2019une solution d\u2019entreprise comme un syst\u00e8me de gestion int\u00e9gr\u00e9 (ERP)&nbsp;permettant d\u2019optimiser une cha\u00eene d\u2019approvisionnement ne signifie pas que votre organisation va changer d\u2019ADN pour se lancer dans la mise en march\u00e9 d\u2019un nouveau produit ou service. Le changement vise \u00e0 am\u00e9liorer l\u2019ex\u00e9cution de t\u00e2ches pr\u00e9cises et ma\u00eetris\u00e9es gr\u00e2ce \u00e0 un meilleur contr\u00f4le des co\u00fbts et des gains de performance. Si l\u2019exercice n\u2019est pas de tout repos, il fonctionne et le march\u00e9 des ERP se porte tr\u00e8s bien. \u00c0 preuve, la mont\u00e9e en puissance et l\u2019adoption quasi g\u00e9n\u00e9ralis\u00e9e des solutions infonuagiques de type&nbsp;<em>Software as a Service<\/em>&nbsp;(SaaS).<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">&nbsp;Un programme de \u00ab&nbsp;transformation&nbsp;\u00bb<em>,&nbsp;<\/em>c\u2019est autre chose.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Comme son nom l\u2019indique \u2013&nbsp;\u00ab&nbsp;transformation organisationnelle&nbsp;\u00bb&nbsp;\u2013, un tel programme concerne toute l\u2019organisation.<\/li>\n\n\n\n<li>Il met en jeu des d\u00e9partements, fonctions d\u2019affaires, individus, processus, fa\u00e7ons de faire et habitudes fortement implant\u00e9s, interd\u00e9pendants et interconnect\u00e9s.<\/li>\n\n\n\n<li>L\u2019objectif de la transformation est de red\u00e9finir l\u2019organisation et son mod\u00e8le d\u2019affaires sur la base d\u2019une mission et d\u2019une vision renouvel\u00e9es en r\u00e9ponse \u00e0 l\u2019\u00e9volution de son march\u00e9&nbsp;: \u00ab&nbsp;Les coups de circuit d\u2019hier ne font pas gagner les parties d\u2019aujourd\u2019hui.&nbsp;\u00bb (Babe Ruth).<\/li>\n\n\n\n<li>La transformation est beaucoup plus impr\u00e9visible que le changement.<\/li>\n\n\n\n<li>Sa mise en \u0153uvre est it\u00e9rative, pas s\u00e9quentielle.<\/li>\n\n\n\n<li>La m\u00e9thode essai-erreur doit guider les initiatives, car la transformation est un processus cr\u00e9atif de d\u00e9couverte et d\u2019exp\u00e9rimentation dans l\u2019ex\u00e9cution.<\/li>\n\n\n\n<li>Les facteurs de risques d\u2019une transformation sont plus nombreux que ceux du changement.<\/li>\n\n\n\n<li>Ses conditions de succ\u00e8s sont plus difficiles \u00e0 r\u00e9unir et \u00e0 orchestrer.<\/li>\n\n\n\n<li>La transformation peut \u00e9chouer.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Trop d\u2019organisations de se font \u00ab&nbsp;embarquer&nbsp;\u00bb dans des projets de transformation \u00e0 haut risque alors qu\u2019un&nbsp;programme de gestion du changement&nbsp;bien calibr\u00e9 r\u00e9pondrait parfaitement \u00e0 leurs besoins. Inversement, trop d\u2019organisations s\u2019imaginent qu\u2019un&nbsp;projet de transformation organisationnelle&nbsp;passe par l\u2019adoption de nouvelles technologies, tout simplement. Dans les faits, ce sont le d\u00e9passement des \u00e9ch\u00e9anciers, une mauvaise d\u00e9finition de la port\u00e9e du projet, le manque de ressources et un leadership mal orchestr\u00e9 qui sont responsables de l\u2019\u00e9chec de la plupart des programmes, qu\u2019ils soient de \u00ab&nbsp;changement&nbsp;\u00bb ou de \u00ab&nbsp;transformation&nbsp;\u00bb.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Une solide dose de flair, d\u2019exp\u00e9rience et de pragmatisme sont n\u00e9cessaires pour d\u00e9terminer le type de programme et le plan de match les mieux adapt\u00e9s au r\u00e9sultat que vous visez.&nbsp;<a href=\"https:\/\/old.cofomo.com\/fr\/nous-joindre\">Parlez-en \u00e0 nos experts-conseils!&nbsp;<\/a>Ils en ont vu d\u2019autres et peuvent vous pr\u00e9munir contre bien des cauchemars \u00e9veill\u00e9s.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Petit exercice de s\u00e9mantique 101 pour y voir plus clair et faire le bon choix En 1995,&nbsp;John P. Kotter&nbsp;publie dans le&nbsp;Harvard Business Review&nbsp;un article qui va devenir une source d\u2019inspiration pour toute une g\u00e9n\u00e9ration de gestionnaires et de consultants&nbsp;:&nbsp;Leading Change: Why Transformation Efforts Fail&nbsp;(\u201cConduire le changement&nbsp;: pourquoi les efforts de transformation \u00e9chouent\u201d). En 1996, son [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":3456,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[80],"tags":[],"expertise":[37],"topics":[38],"class_list":["post-709","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-perspectives","expertise-strategie","topics-avis-dexpert"],"featured_image_src":"https:\/\/old.cofomo.com\/wp-content\/uploads\/2020\/10\/image_2023-12-20_182214821.png","author_info":{"display_name":"admin9887","author_link":"https:\/\/old.cofomo.com\/fr\/author\/admin9887\/"},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Gestion du changement et transformation organisationnelle - | Partenaire de votre transformation et innovation num\u00e9rique - Cofomo<\/title>\n<meta name=\"description\" content=\"Petit exercice de 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