L [entreprise libérée éléments de compréhension et de réflexion · 2018-08-02 · –Agile...

L’entreprise libérée éléments de compréhension et de

réflexion

Stephanie Chasserio

Skema

17 décembre 2015

Quelques exemples d’entreprises qui y sont allées…

À l’étranger

• Morningstar (USA)

• Semco (Brésil)

• Sol (Suède)

• Gore Tex (USA)

• Patagonia

• Zappos

En France

• Poult

• Lippi

• FAVI

• Sew Usocom

• Chronoflex

• Bretagne Ateliers

• En cours: Kiabi, Davidson consulting, CIV

L’entreprise libérée, qu’est ce que c’est?

• “Quand des salariés disposent de la liberté et de la responsabilité d’entreprendre toute action qu’ils pensent la meilleure pour réaliser la vision et la mission de l’entreprise” (I. Getz)

• Autonomie d’action et de décision des salariés

• Engagement des salariés

Ça vient d’où?

• 1993, ouvrage de Tom Peters “l’entreprise libérée: libération et management”

• 1989 Ricardo Semler dans Harvard Business Review “Managing without managers”

SEMCO un précurseur brésilien

• Passage à de petites unités

• Organisation en cercles (diminution des niveaux hiérarchiques)

• Management participatif//collaboratif

• Prise de décision collégiale

• “traiter les personnes commes des adultes”: autodirection et autorégulation

Un contexte qui favorise l’émergence de cette réflexion

• Réflexion générale car usure des modèles traditionnels (la pyramide hiérarchique)

• Nouvelles attentes sociétales (être impliqué, être heureux)

• Injonction au bonheur

• Multiplication des termes: bien-être, bonheur au travail, qualité de vie au travail,

• Contexte de crise économique et raréfaction des ressources

Il faut trouver de nouvelles solutions

Les principes clefs de l’entreprise libérée

Les valeurs

• Responsabilité

• Auto contrôle “c’est celui qui fait qui sait”

• Auto direction

• Engagement

• Traitement équitable de toutes et tous

• Autonomie

• Avoir un socle de valeurs partagées

Les conditions nécessaires

• Confiance réciproque

• Transparence complète

• Mise en cohérence de tous les systèmes de management RH (évaluation, rémunération etc.)

• Formation et apprentissage de nouvelles façons de collaborer (dialogue, gestion des conflits, résolution de problèmes)

Les contextes organisationnels où se développe l’entreprise libérée

• Des entreprises avec à leur tête les fondateurs

• Des dirigeants défendant des valeurs

• Authenticité de la démarche

• Exemplarité des dirigeants

• Des entreprises en crise profonde

• Des contextes d’activité exigeant de l’innovation

• Des dirigeanst en réaction avec un modèle traditionnel d’organisation et de management (Gore, Semler)

Mise en oeuvre

• Suppression de tous les éléments de contrôle (pointeuse, reporting)

• Rapprochement du client

• Focus sur les problèmes, analyse et résolution

• Organisation apprenante

• Requiert entre 3 et 10 de déploiement

• Suppression des niveaux hiérarchiques traditionnels et replacement des cadres au sein des équipes

• Cooptation des leaders (Semco, Favi, Poult)

• Beaucoup de formations des personnels

Les effets observés

• Très nette amélioration de la performance

• En qualité

• Chiffres d’affaires

• Santé économique

• Innovation

• Développement de l’intelligence collective

• Pas d‘études approfondies sur les effets sur la santé

• Taux de satisfaction au travail: entreprises avec peu de roulement de personnel

Les questions soulevées

• Quelle conception du rôle du management?

• Qu’arrive-t-il quand le dirigeant qui porte cette vision s’en va?

• Quelle est la taille idéale pour ce type d’organisation?

• Quel est le degré de libération nécessaire?

• Quelle cohérence interne?

Limites et critiques

• Pas de disparition du contrôle, contrôle effectué par les pairs

• Quid du pouvoir et du conflit dans l’organisation • Notion de soumission volontaire et d’autocontrôle • Déni des compétences spécifiques des spécialistes

dans les fonctions supports (tout le monde peut-il tout faire?)

• Quid du développement des compétences et du partage de l’expertise

• Quid de la gestion des carrière • quid des personnels des fonctions supports supprimées

conclusion

• Le passage à l’entreprise libérée un profond changement de culture organisationnelle qui exige du temps.

• Des entreprises qui affichent des “superperformances économiques” mais restent minoritaires

• Dans quels espaces les revendications peuvent-elles s’exprimer dans un contexte à fortes pressions collectives?

• Mais des études de cas à approfondir

• Encore beaucoup d’entreprises au stade expérimental

• Intérêt: replace le travail au centre de la réflexion

NEW ORGANIZATIONAL FORMS AND TRENDS IN MANAGEMENT

Networks, Matrix organization, virtual firms etc.

REINVENTING THE TECHNOLOGY OF HUMAN ACCOMPLISHMENT

Video of Gary Hamel: http://www.managementexchange.com/video/gary-hamel-reinventing-technology-human-accomplishment

Characteristics of new organizational forms

• Context of knowledge economy

• Global, uncertain and changing environment

• Re-questionning traditional form as bureaucracy

• Need for new organizational structures

• KIF: knowledge intensive firms

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Stephanie Chasserio 22

How to name these new forms of organizations?

– Post Fordist organisation, Post-bureaucratic (Heckscher 1994 quoted by Hodgson 2004)

– Pots modern organisation (Clegg 1990), – High performance organization (Lawler, Pfeffer 1998), – Organizational network (Castells 1996), – Flexible Firm (Périlleux 2001), – Liberal organizational model (Chatzis et al. 1999 ; Courpasson

2000), – adhocracy (Mintzberg 1982) – Agile Organization – Boundaryless organization – Intelligent organization – Virtual organization

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Characteristics of new organizational forms

• General Attributes

– Globalisation

– Hyperflexibility

– Continuous improvements

– Tolerance for uncertainty

• Structural features

– Lean Structure

– Decentralisation

– Auto organizing network

– Boundaryless organization /permeability

– Coherence fit between structure and working processes

Stephanie Chasserio 24

Characteristics of new organizational forms

• Communication and Information – Technologies

– Web 2.0

• Conception of jobs

– Empowerment of teams and people

– Lifelong learning

– Learning organisation

– Multidisciplinary teams

• Management

– Liberated leadership, distributed leadership, post heroic leadership

– Tolerance for ambiguity

– Network

– Confidence

HRM issues in new organizational forms

• More individual autonomy and empowerment

• Project teamwork

• High qualified/skilled people

• Less hierarchical layers

• Constant presence and pressure of clients

• Search for organizational flexibility

• Boundaryless career

• High mobility

• Search for loyalty or skills?

• Confidence

• What sort of psychological contract?

Stephanie Chasserio 25

Some forms of « new » organizations

• Lean Management/ intelligent organizations (Clegg)

• Vertical networks/ vertical firms quasi integrated

– Ex: automotive industry

• Horizontal networks/ partnership/

– Aeronautic, film makers

– Harley Davidson

Some interesting cases

• Morningstar

• GoreTex

• Harley Davidson

• Pepsico

• FAVI

• Zappos

• Sew Usocome

• Biscuiterie Poult

• Vargas

• Rabobank

MORNING STAR

Focus on an exemplar company

Morning Star Work done by Margaux CORTES MEJEAN – Julie KILLIAN

– Clémence THIEBAUT – Adrien WACRENIER

Table of content

Presentation of the company

Organizational structure

Environment

Innovative management practices

• The founder and the activity

Presentation of the company

Chris Rufer,

- Founder of Morning Star Company - Founder and board member of Self Management Institute Education - BA , Economics University

of California - MBA , Finance & Corporate

Planning - MS , Agricultural Sciences

Manufacturer of bulk tomato products : paste, diced, purees, ketchup and crushed products Focus on freshness and efficiency: They harvest and haul their own tomatoes Commitment: to improve customers’ lives through

• Cost effectiveness • Excellent service • Superior customer support

Importance of innovation • To streamline processes • To reduce costs

Presentation of the company

• The history

1970 2002

1995

1990

1982

Creation

Liberty Packing

Company, Santa Nella

1)The Morning Star Packing Company-

Williams 630 tons of tomatoes/hour =largest

tomato processing facility in California

2)California Sun Harvesting Company

The Morning Star Packing Company-Los

Banos : 530 tons of tomatoes/ hour

Creation of a tomato paste

processing plant and

implementation of 2 innovations

Today

- 25% of Californian processing tomato production

- 40% of US ingredient tomato paste and diced tomatoe markets

- Industrial sales= $350million

Organizational structure

Morning Star implemented an original way of operating and managing people

A bit of theory...

A FLAT ORGANIZATION (also called horizontal or delayering) refers to an organization with few or no level of middle management between staff and executives.

The idea behind is that workers will be more productive if they are directly involved in decision making rather than closely supervised.

Organizational structure

• Advantages and drawbacks

Advantages

Cost savings

Adaptability

Collaboration

Innovation & Creativity

Drawbacks

Confusion

Generalist/Specialist

Small business only

Growth limitation

Director

Employee Employee Employee Employee Employee Employee Employee

Manager Manager

Organizational structure

Flat Organization at Morning Star

Key characteristics Hyper-flexibility Continuous Improvement Decentralisation Lean structure Tolerance for uncertainty

Business Units mode

Impact on employees People empowerment Distributed leadership Trust Autonomy No promotion “Self-Management”

Organizational structure

Flat Organization at Morning Star

http://youtu.be/qqUBdX1d3ok

“ORG CHART: 400 LEADERS, 0 BOSSES”

Environment

1960 1920 1890 1830 Tomato = Poison

Mechanical harvesting

Juice extractor is invented

Creation of the canning technology (without hands)

Tomatoes are embraced by Europe and the USA

A little bit of History:

Morning Star: - 25% of the California processing tomato production. - Supplying 40% of the USA ingredient tomato paste and diced

tomato markets. Today, Morning Star is able to produce 1400 tons of processing tomatoes which represent the largest tomato processing facility in California.

= A and C vitamins

= Cholesterol free

90% of this production come from California which is the most prolific tomato growing region.

USA = more than 10 millions tons of processing tomatoes per year.

Environment

Who may have the control on the

price?

You?

Can you imagine a world without

tomato?

No!

So, suppliers like Morning Star have

the control.

Environment

Copyright 2014 by The Morning Star Packing Company

2014 California Tomato Paste Processing Capacity

Exhibit 1

Processor Facility Location

Year Built

Tomato Capacity for Tomato Paste (Short Tons/Hour)

Equivalent Tomato Paste (Pounds/Hour)

Marketers

Liberty Packing Company Santa Nella 1975/02 880 288,667

Morning Star Packing Company Williams 1995 749 245,614

Morning Star Packing Company Los Banos 1990 661 216,849

Los Gatos Tomato Products* Huron 1991 512 167,871

Olam Tomato Processors Lemoore 1990 448 146,806

Ingomar Packing Company* Los Banos 2000 410 134,274

J.G. Boswell Tomato Company* Bakersfield 2000 405 132,739

J.G. Boswell Tomato Company* Corcoran 2008 333 109,231

Ingomar Packing Company* Los Banos 1983 329 107,778

Pacific Coast Producers* Woodland 1943/02 296 97,135

Toma Tek Firebaugh 1989 250 82,118

Olam Tomato Processors Williams 1982 249 81,798

Stanislaus Food Products Modesto 1942 75 24,430

Sub-Total 13 5,598 1,835,308

Remanufacturers

Campbell Soup Company Dixon 1975 302 98,952

Con-Agra Foods (Hunt Foods) Oakdale <1970 206 67,483

Con-Agra Foods (Hunt Foods) Helm 1990 206 67,483

Campbell Soup Company Stockton 1967 171 56,046

Unilever (Ragu) Stockton <1970 165 54,032

Del Monte Corporation Hanford 1976 88 28,741

Sub-Total 6 1,137 372,738

Total 19 6,735 2,208,046

*Grower owned and controlled processor.

Definitions: Marketers: plants making paste for the main purpose of selling it to another party.

Remanufacturers: make paste for use internally.

Copyright 2014 by The Morning Star Packing Company

0

1,000

2,000

3,000

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5,000

6,000

7,000

8,000

19

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Exhibit 1a

Annual Tomato Paste Processing Capacity (tons/hour)

Sh

ort

Ton

s per

Hou

r of

Tom

ato

es

Total

Private

Grower

Definitions

Self-Manufacturers: Companies that make paste predominately for internal uses.

Private: Privately held companies that sell paste on the open market.

Grower: Grower-owned companies that sell paste on the open market.

Self-Manufacturers

Environment

Copyright 2014 by The Morning Star Packing Company

Exhibit 4

U.S. Tomato Paste Consumption

Pou

nd

s of

Tom

ato

Past

e (i

n m

illi

on

s)

R² = 0.9811

0

500

1,000

1,500

2,000

2,500

3,000

19

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68

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71

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Copyright 2014 by The Morning Star Packing Company

0

100,000,000

200,000,000

300,000,000

400,000,000

500,000,000

600,000,000

700,000,000

800,000,000

900,000,000

1,000,000,000

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Exhibit 5

U.S. Tomato Paste Imports and Exports (pounds 31% NTSS)

Poun

ds

of

Tom

ato

Past

e

U.S. Exports

U.S. Imports

2013

Innovative management practices

• Their innovative manners to manage human capital

Philosophy of self-management

The base of their management : no line of management in the company, everyone is a manager, and no directives given

That way, employees take personal responsability for their deeds and for achieving their mission

There is no micro management in the company

No ladder to climb

Motto : together everyone achieves more

Innovative management practices

• Their innovative manners to manage human capital

Process of recruitment

The first point is to explain the system of management during approximately 2 hours : people need to be ready for it

The candidates will meet up to 13 people of the company

When they are recruited, they have one year to fully adapt to the company and self management

Innovative management practices

• Their innovative manners to manage human capital

– Team work

No approvals from manager to obtain to work on a project, but the approval of the people concerned by the project

Creativity and innovation are highly valued

Communication and consultation are two key points

When there are disagreements : the two people need to work it out together, but can call and third party if needed. If not enough : college of colleagues (approx. 10 people). Last level is to send the matter to the President of Morning Star

Innovative management practices

• Their innovative manners to manage human capital

– The College letter of Understanding

The employees forge the agreements in the company

Regular reunion to discuss the matters in the company

Doesn’t mean all employees are equal : areas of expertise are known and valued

Innovative management practices

• Impact on performance

– The employees

High feeling of pride to belong to the company

Feel like they can express all their talent : they have more initiative, more flexibility, more expertise, more collegiality, better judgment and more loyalty.

They are motivated and involved in the welfare of the company

Innovative management practices

• Impact on performance

– The company

Largest tomato processing company in the world

400 full-time employees produce over $700 million a year in revenues

Global market leader

Over the past 20 years, Morning Star’s volumes, revenues, and profits have grown at a double-digit clip, claims Rufer. (Industry growth, by contrast, has averaged 1% a year. )

CREATING THE BEST WORKPLACE ON EARTH

Rob Goffee and Gareth Jones (2013)

“The organization of your dreams”

• The organization stands for something meaningful

• The work is intrinsically rewarding

• No stupid rules

Exercise

• Identify the concrete HR policies which are efficient in such context?

• 10 minutes

How to create a great workplace?

• Let people be themselves

– Notion of organization culture

– Promote adequate behaviors (HR practices: clear incentives systems and career paths. Competence models appraisal systems, management by objectives, tightly defined recruitment policies

– Self determination

– Organic solidarity

• Unleash the flow of information

– Open discussion

– Transparency

– Culture of radical honesty

– Organizational facilitation

• Magnify people’s strengths

– Make your better employees even better

– Rewards

– Training: policies of qualifications, developing people’s skills

• Stand for mare than shareholder value

• Show how the daily work makes sense

• Have rules people can believe in

Few words about facilitation (and art of hosting)

• Mediation

• Tools of cooperation

• http://learningforsustainability.net/tools/facilitation.php