{"id":14746,"date":"2019-02-15T09:15:08","date_gmt":"2019-02-15T14:15:08","guid":{"rendered":"https:\/\/live-pmp-vitrine-1.pantheonsite.io\/2024\/03\/11\/manager-for-the-shareholder-to-the-customer-for-employees\/"},"modified":"2024-04-10T15:31:52","modified_gmt":"2024-04-10T19:31:52","slug":"manager-pour-l-actionnaire-pour-le-client-pour-les-collaborateurs","status":"publish","type":"post","link":"https:\/\/pmpstrategy.com\/en\/2019\/02\/15\/manager-pour-l-actionnaire-pour-le-client-pour-les-collaborateurs\/","title":{"rendered":"MANAGER, FOR THE SHAREHOLDER? TO THE CUSTOMER ? FOR EMPLOYEES?"},"content":{"rendered":"
Gervais Pellissier<\/strong><\/div>\n
Deputy Director of France Telecom Orange<\/div>\n
&<\/div>\n
Jacques Birol<\/strong><\/div>\n
Founder of LESS & MORE, author of “To undertake and innovate – 52 eternal advice according to the maxims of Balthasar Gracian”<\/div>\n
 <\/div>\n
\n

Gervais Pellissier shared with us his management experience within the France Telecom Orange Group Management Committee, and the consideration of stakeholders (shareholders, customers, employees).<\/span><\/span><\/em><\/p>\n

Jacques Birol brought the gaze of Baltasar Gracian, this 17th century Jesuit to reconcile ambition and prudence in the management of organizations.<\/span><\/span><\/em><\/p>\n<\/div>\n

FEEDBACK ON THIS CONFERENCE<\/span><\/span><\/h2>\n
\n

A la crois\u00e9e des chemins, une entreprise concentre les int\u00e9r\u00eats parfois divergents des actionnaires, des clients et des collaborateurs. France Telecom \/ Orange n\u2019\u00e9chappe pas \u00e0 ce m\u00e9lange des genres \u2013 bien au contraire \u2013 puisqu\u2019elle d\u00e9fend m\u00eame l\u2019int\u00e9r\u00eat de l\u2019\u00e9tat Fran\u00e7ais et de fonctionnaires en sus de ses collaborateurs. Ainsi comme nous le fait remarquer Jacques Birol, Orange constitue un sujet d\u2019\u00e9tude id\u00e9al, \u00e0 la fois riche et concret, pour exp\u00e9rimenter les maximes de Balthasar Gracian sur l\u2019art d\u2019entreprendre et d\u2019innover. Gervais Pellissier qui partage avec nous son exp\u00e9rience de la direction g\u00e9n\u00e9rale du groupe Orange France T\u00e9l\u00e9com nous explique qu\u2019une singularit\u00e9 importante d\u2019Orange est que sa transformation \u00e9conomique, cons\u00e9quence notamment de l\u2019arriv\u00e9e de la concurrence, a pr\u00e9c\u00e9d\u00e9 sa transformation culturelle : le changement de statut est survenu avant le changement dans les esprits. Par la suite il nous expose les difficult\u00e9s auxquelles il a d\u00fb faire face lors de la crise sociale que l\u2019entreprise a travers\u00e9e et les solutions mises en \u0153uvre pour circonscrire sinon r\u00e9soudre le probl\u00e8me \u00e0 sa racine via une transformation globale et profonde de son mode de management. Nos deux interlocuteurs nous invitent \u00e0 repenser les mod\u00e8les de management modernes qui font la part belle aux KPI et tendent parfois \u00e0 ali\u00e9ner les collaborateurs en les transformant en \u00ab KPI people \u00bb. La multiplication des indicateurs de suivi dans les organisations ne doit pas occulter le fait qu\u2019il est difficile d\u2019appr\u00e9cier une performance avec une s\u00e9rie de valeurs num\u00e9riques et que par ailleurs un tel pilotage conduit souvent \u00e0 des situations absurdes o\u00f9 par exemple une m\u00eame activit\u00e9 est suivie par une quarantaine d\u2019indicateurs diff\u00e9rents. Les collaborateurs se trouvent alors dans une situation floue et inconfortable, ne sachant pas lequel des objectifs sous-jacents et parfois contradictoires ils doivent poursuivre. L\u2019essor des Technologies de l\u2019Information et de la Communication – TIC, v\u00e9ritable r\u00e9volution de notre \u00e9poque, doit \u00eatre maitris\u00e9 pour \u00e9viter certains \u00e9cueils et notamment celui de la d\u00e9mesure dans la mesure. Par ailleurs, malgr\u00e9 le r\u00f4le grandissant des nouvelles technologies dans les entreprises et dans notre soci\u00e9t\u00e9, celles-ci ne pourront jamais remplacer le contact humain. Les manageurs doivent l\u2019avoir en t\u00eate et conserver un lien fort avec leurs \u00e9quipes et le terrain.<\/p>\n

The arrival of the 4<\/span><\/span>th<\/span><\/span><\/sup> mobile operator Free has been a real upheaval in the Telecoms market. The innovation which was presented by Schumpeter as “creative destruction” must continue despite the intruder, who if he has greatly contributed to reducing consumer prices certainly handicaps the overall capacity of the market to invest. Gervais Pellissier demonstrates how subtle this market equilibrium can be and talks with us about the upcoming challenges Orange is facing …<\/span><\/span><\/p>\n

We will retain from the intervention of Gervais Pellissier and Jacques Birol several strong lessons: the mirage of management by KPIs alone; <\/span>the danger of overuse of information and communication technologies to the detriment of local management; <\/span>and finally the importance of renewing oneself and adapting in a changing environment.<\/span><\/span><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Gervais Pellissier Deputy Director of France Telecom Orange & Jacques Birol Founder of LESS & MORE, author of “To undertake and innovate – 52 eternal advice according to the maxims…<\/p>\n","protected":false},"author":13,"featured_media":16453,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"cybocfi_hide_featured_image":"yes","footnotes":""},"categories":[105,77],"tags":[],"class_list":{"0":"post-14746","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-events","8":"category-managerial-innovation"},"yoast_head":"\nMANAGER, FOR THE SHAREHOLDER? TO THE CUSTOMER ? 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