Final Glance – Glimpse

alumni lens

Transformation is a glocal process, sometimes periodic, sometimes ongoing, requiring resilience and endurance.

Julien Tanguy: “We transform products and processes, but it never stops.” A successful transformation relies on an iterative approach encompassing innovation, digitisation and sustainability. It means developing managers’ reflexivity and promoting practices that facilitate organisational learning.

An organisation is first and foremost a corporate culture: how to align values and practices on a daily basis.

Nathalie Lundqvist: “A disconnect between stated values and practices can undermine transformation.” Whether a transformation or an acquisition is involved, developing a managerial culture is essential for maintaining team commitment and ensuring long-term success.

Avoiding ready-made transformation and isomorphism with the environment in favour of appropriation and co-construction by management and the corporate fabric.

Yves Morieux: “Transformation results from a feeling of helplessness and suffocation.” A successful transformation is not limited to applying standardised methodologies. It requires rigorous analysis to avoid confusing symptoms with problems, distributed leadership to engage teams, and a shift towards a resource-based approach to build lasting competitive advantages.

companies’ point of view

EDENRED
TRANSFORMING TO LAST

Julien Tanguy: “Ten years ago, we couldn’t have done what we do today with data or AI. We would never even have dreamed it was possible.” By shifting from paper to digital, Edenred has successfully turned transformation into a driver for growth and change. Far from simply adapting, the French company has orchestrated its transformation around three core values: diversifying its services, overhauling its business lines and ramping up its strategic acquisitions.

NEXANS
SIMPLIFYING IN ORDER TO DEVELOP

Gwenaël Gilbert: “Learning to unlearn is the key to coping with a world of scarcity.” Adopting a new model has enabled Nexans to break down silos and align its decisions with long-term objectives. With counterintuitive measures like voluntarily reducing its customer portfolio, the company has shown that simplification can be a lever for transformation.

MITSUBISHI CHEMICAL GROUP
WELL-BEING AS A DRIVER OF TRANSFORMATION

“Kaiteki involves an attitude of permanent transformation.” By integrating the Kaiteki philosophy, the Japanese company has rethought its organisation, management and innovation model. This transformation is based on a centralised but agile governance, more inclusive leadership and a “tech for good” approach, where specialised materials and customised solutions create enduring value for stakeholders. A way of becoming global while staying true to oneself.

our professors’ view

The question of a Chief Geopolitical Risks Officer

The geopolitical context, which weighs heavily on organisations, raises the question of the role of a geopolitical expert within international companies.

What if the company were a democracy?

Since the late 1980s, organisations have been moving towards alternative models in which employees are no longer actors but subjects. A revolution in terms of everyone’s place within the organisation.

What if we transformed our way of transforming?

Any transformation should be inspired by what is possible rather than what is desirable.

Frugal innovation, lasting transformation?

At work in emerging economies but adaptable to any context, frugal innovation is bringing about profound changes in organisations.