Strategic change management

Change management represents a major challenge for all private and public organizations. Scientific studies eloquently demonstrate that it is extremely difficult to manage change properly. Getting people to accept the multiple orientations pursued by companies is a titanic challenge. The transformations imposed on us by the ever-increasing upheaval of corporate environments only add to the complexity that leaders and other corporate managers will have to assume. Today, change not only means adapting, it also means wiping the slate clean of our beliefs, values and ways of doing things. In order to cope with this, the true agent of change will need to develop skills. In this book, we discuss the multiple intelligences of change. These levels of intelligence can serve as a lever for change agents. First, we'll look at theconceptual intelligence. This type of intelligence provides change agents with the tools they need, notably to understand the historical logics specific to this discipline (chap. 1), to tame the theories of change and the various epistemological definitions and conceptions of change (chap. 2), to grasp the importance of the search for balance (chap. 3), to assess the role of leaders in the success of changes (chap. 4) and to analyze the factors underlying highly satisfactory decision-making (chap. 5). In a second stage, we will also look at what we call thestrategic intelligence. We will present the importance of vision and diagnostic analysis (chap. 6), as well as the choice and strategic analysis of interventions (chap. 7). Finally, we look atoperational intelligence. This operational logic enables us to meet the challenges of implementing change. The latter requires, first and foremost, an in-depth understanding of individual resistance to change (chap. 8), but also a detailed analysis of pragmatic activities such as the development and training of the change team, the political management of stakeholders, the management of change indicators, as well as various tactics such as communication, training, mobilization and support for the players affected by the transformations (chap. 9).