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Master the Levers of Strategic Change


Change management is an essential component of organizational transformation. 

Strategic change cannot take shape without mastering this important lever. To explore this question in greater depth, we had the privilege of meeting some of the world’s leading experts.

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Here are the key elements to remember from these interviews to facilitate change in your organization. 

In particular, we explore the questions of competencies, support for change, and AI’s impact on facilitating transformations.

Don’t hesitate to listen to the episodes again to learn more. (Note that all podcast episodes are in French.)

Episode 171: Maximizing commitment to change with Christophe Derumez

  • “La Fresque du Changement” is a pragmatic approach to co-constructing a project’s change management.
  • Relying on empathy, the approach brings out as many elements as possible and takes into account the diversity of perceptions of the internal and external environments of the organization.
  • It becomes essential to increase the organization’s response capacity.
  • The purpose of any change is to develop the organization’s capacity to act, to respond to its environment.
  • Any change is complex for the recipient.
  • Change requires effort. You have to offer support and help to get there.
  • We must help employees to project themselves into the future promised by change.
  • You have to make people want it, but with transparent logic.
  • Support does not guarantee that new behaviors will take root.
  • Organizations still have little tendency to measure the anchoring of new behaviors a posteriori.
  • This appropriation of the new working environment remains fundamental.
  • When we have decided on a project, we must immediately start thinking about support for this project.
  • There is no bad project. There is only bad support.

Episode 169: New methods of change management with Jean-Michel Moutot

  • Approaches to supporting change will change very quickly, thanks to the integration of new technologies.
  • The use of AI in change management, particularly for communication and content creation, improves productivity and the ability to lead changes and transformations.
  • The notion of limited rationality highlights the different variables taken into account by actors in their analysis and decision-making, thus highlighting the complexity of change management. Top executives and managers can have divergent interests.
  • Artificial Intelligence should be able to model resistance, commitment, and adoption, allowing strategic decisions to be simulated at the organization’s scale.

Episode 73: The pivotal role of Human Resources with Jean-Marie Peretti

  • There is a disconnect between salary and the utility of the work performed. Positions must be reassessed using new criteria and no longer solely based on the level of diploma or experience required.
  • Competency development is an important factor. Therefore, we must establish learning ecosystems so that employees can develop their competencies.
  • Competencies are also acquired through sharing with peers and experts and through training in the workplace.
  • The best trainer is often the colleague. We will even evaluate employees on this ability to share their skills and competencies.
  • Collaboration tools are important, but so is commitment to a common project. Commitment is directly correlated to this understanding of the company’s mission and strategy.
  • Offer a quality employee experience, whatever their profession. The HR manager has become the guarantor of this question because without quality employee experience, there can be no quality customer experience.
  • Promote organizational transformation, which involves managerial innovation. The HR function must have a forward-looking vision of the managerial skills of tomorrow.

Episode 45: change and managerial innovation with David Autissier

  • We have now moved from supporting change to transforming the company.
    • We then find ourselves with a set of projects, sometimes competing, sometimes contradictory, to support. 
    • We find ourselves with problems of saturation, anchoring, bandwidth, and management of all projects. 
    • The result is a more strategic approach to change and also an increase in the organization’s capacity to change. 
    • As a result, companies are starting to want to measure the performance of change.
  • In Chinese culture, it is about energy.  Change is novelty, and novelty is recombination.
  • There are always some new recombinations to discover, so the world is always being recomposed, and novelty is a source of energy.
    • The more change there is, the more energy there is. 
    • The key issue is, therefore, to what extent I allow autonomy, entrepreneurship, initiative, energy, and chaos and to what extent I slow down these initiatives, impose rules or standards, and, therefore, remain calm.
  • By carrying out managerial innovation and changing operating methods, we can profoundly affect behaviors, postures, and ways of working together.  
  • Don’t we have other management models to offer?  Questioning our way of managing, isn’t that what management is?  
  • “Soft is eating the world.” We live with technological intermediation. These intermediations are transactional but also, and above all, relational. Managerial practice must adapt to this reality.

Episode 104: From change to organizational transformation with David Autissier

  • There is a form of saturation in the organization, real or perceived, by a set of initiatives aimed at changing existing practices.
  • Companies are great at counting their revenue and their employees, but not necessarily their projects!
  • Transformation management leads us to question the time spent on recurring tasks and that spent on projects.
  • Different forms of workshops allow us to question the reality of change and show that we are all actors of change.
  • A collective is rational, powerful and psycho-sociological: we must not erase the dimension of power.
  • In the public sphere, the link between power and politics is very strong. We need to work on clarifying these games between power and politics.

Episode 148: At the Heart of Change – Internalization, AI and Innovation in Managerial Practices with David Autissier

  • Large organizations have internalized change management but continue to call on external service providers.
  • There are 3 levels to provide change management competencies.
  • Not all projects need support!
  • Culture plays a key role in approaching change, and the levers used may vary across different cultures.
  • Generative AI can facilitate the organization of collective work, but its effectiveness depends on the context and types of projects.
  • There is a growing perception of the saturation of change, but it is possible to increase individual and collective capacity to manage change.
  • Startups have a different approach to change compared to large groups.
  • It is important to create a strong dynamic within organizations to promote change.
  • The three key dynamics for change are identity, interaction and experience.


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Eric L’Heureux


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