EIS what we learned team2

Presented by Team 2 : Boukhalfa Taha Benamar Soukaina El Hatimi Lamyae Lakribssi Kaoutar Sahli Mohamed Salah EIS SIMULATION WHAT WE LEARNED Academic Year 2011/2012 Professor : Pietri José

Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

1- The Context ,[object Object],[object Object],[object Object],[object Object]

2- The Strategy (1) ,[object Object],[object Object],[object Object],[object Object]

2- The Strategy (2) ,[object Object],[object Object]

The EIS Challenge (www.calt.insead.edu/eis) AAAngehrn/INSEAD Initiatives { MANAGEMENT TRAINING } { SEEK ADVICE } { PERSONAL PROFILE } { TASK FORCES } { INTERNAL MAGAZINE } { DIRECTIVE } { WORKSHOP } { NETWORKS } { COVERT LOBBYING } { COFFEE BREAK } { DIRECTORS MEETING } { ELECTRONIC MAIL } { QUESTIONNAIRE } { PILOT TEST } { STAFF MEETING } { FACE-TO-FACE MEETING } { MEMORANDUM } { EXTERNAL SPEAKER }

George Glenn Hillary Ross Franck Scotti Donald Pierce Ernest Stone 20 years of service International experience Trust : a key value Traditionnal process Travel to see what happens elsewhere Likes interaction lunch/dinner Sociable Cost Control Accepts change only for cost improvment Wild ideas New within the company Not organized Personnalize work Potential of HR « people person»

Oups!!!! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

2.3 - The change (1) ,[object Object],[object Object],[object Object]

2.3 - The change (2) ,[object Object]

Initiatives /phases To do Not to do Awareness ,[object Object],[object Object],[object Object],[object Object],Interest ,[object Object],[object Object],[object Object],Trial ,[object Object],[object Object],[object Object]

Experience To Do Not To Do Strategy Point out and start the change process with influential people Deal only with department heads and neglect influential networks Initiatives ,[object Object],[object Object],[object Object],[object Object]

4. Results (2) The CEO The 5 top managers Aware Interested Trying Adopted Ivan Skull Ann Finkelbaum Donald Pierce Frank Scotti Omar Schal Bart Bell Hillary Ross George Glenn Silvia Linn Cynthia Jones Linda Dubois Ernest Stone Mel Schmidt Jean Bonnain Quentin Ryan Ken Lee Tina Fein Nick Meyer Victoria Strong Pam Kahn Wilma Long Rob Boss Xavier Ras Urs Dodd 3 10 9 2

4. Results (3) discovery of the networks and tools Seek advice + Face to face meetings Covert Lobby Directors meetings ,[object Object],[object Object],[object Object]

5. Team dynamics ,[object Object],[object Object],[object Object],[object Object]

5.1 Decisions made throughout time

5.2 Quality ,[object Object],[object Object]

Our Team Soukaina in the role of : « Sorry for being late !!» Salah in the role of : « Guys !!! No more time !!!» Kaoutar in the role of: « If we do this, we will win !!!» Lamyae in the role of : « No, we already did this !!!» Taha in the role of : « Relaaaaax guys !! Take it easy»

Soukaina ‘s role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Lamyae ‘s role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Kaoutar ‘s role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Taha ‘s role

Salah ‘s role ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

What is a good strategy to implement change? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ORGANIZATIONAL DIAGNOSIS INDIVIDUALS NETWORKS ORG. CULTURE Role & history Attitude towards change Motivation & Resistance Influence Formal & informal networks Power & diffusion networks Communication culture Positive/negative signals Values & vision Mgmt style The EIS Challenge (www.calt.insead.edu/eis)

STRATEGY ORGANIZATIONAL DIAGNOSIS EFFECTIVE ORG. L INTERVENTIONS Adaptive Explicit Key driving principles (collaborative vs. competitive) Leveraging networks & key individuals TACTICS Adapted to people, timing & adoption stage Target individuals vs groups Open vs. covert Collaborative vs competitive Expectation mgmt Process fairness dimensions Awareness Interest Trial Adoption ! INDIVIDUALS NETWORKS ORG. CULTURE Role & history Attitude towards change Motivation & Resistance Influence Formal & informal networks Power & diffusion networks Communication culture Positive/negative signals Values & vision Mgmt style PROCESS AAAngehrn/INSEAD The EIS Challenge (www.calt.insead.edu/eis)

Thank you for your attention Now it’s your time to take the right decision and ask the right questions

EIS what we learned team2

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