» Zwinność managerów a zarządzanie zmianą » Jak Action Learning może pomóc w zarządzaniu zmianą? » Jak Action Learning przyczyniło się do zmiany w Auchan Groupe?

1. 54,2 BILLIONS EUROS 337 800 employees
16 countries
A french family business. Created in 1961 (Gérard
Mulliez)
bring together the food
retail formats,
hypermarkets,
supermarkets, convenience
stores, drive outlets and e-
commerce.
Immochan is at the same
time promoter, developer,
manager and investor for
the group’s shopping
centres
Oney Bank
specializes in
the distribution of
financial products
and services and
electronic banking

2. 962
2 874
12hypermarkets
supermarkets
countries
328 530employees
52,7 billions euros

3. 11
HYPERMARKETS
4 200 EMPLOYEES
76 HYPERMARKETS
33 SUPERMARKETS
22 135 EMPLOYEES
POLOGNE

4. GENERAL CONTEXT
HIGH PRESSURE ON MARKET SHARES AND SALES
GROWING INTEREST FROM CONSUMERS FOR PROXIMITY OUTLETS
LOWER PROFITABILITY ON RETAIL ACTIVITIES
INCREASING PRICES FOR REALESTATE

5. “To improve its performance levers, give more
room for each of its three business lines (AUCHAN
RETAIL, IMMOCHAN, ONEY) and gain flexibility
and speed, Auchan Group streamlines its
organization and governance.”
OCTOBER 2015
Top management decision to develop a new
business strategy
And to simplify its organization and governance

6. REQUEST OF
CREATION OF A ONE DAY SESSION DEDICATED TO CHANGE
MANAGEMENT WITHIN AN OPERATIONAL METHOD THAN CAN
BE REPLICATED THROUGHOUT THE HIERARCHY
TO LA ROCHELLE BUSINESS SCHOOL
AND WIAL FRANCE
DEVELOPMENT OF AN INNOVATIVE APROACH THAT COULD
EFFECTIVELY CONTRIBUTE TO LEADERSHIP DEVELOPMENT IN
A SHORT TIME
USE OF A TEAMWORK METHOD ABLE TO SOLVE COMPLEX
BUSINESS ISSUES, IMPROVE PERFORMANCES, ENHANCE
AGILITY AND REACTIVITY

7. OUR TRANSLATION OF THEIR DEMAND
AND OUR PROPOSAL
NEED FOR NEW LEADERSHIP PRACTICIES : MORE
COLLABORATIVE
(strategic alignment, better agility, creativity and reactivity)
OUR INTELLECTUAL FRAMEWORK « The SMARTER
LEADERSHIP »
(Model developed by D.Daniel BELET = advocating a more
intelligent development of people potential to achieve higher
and more substantial performances)
ACTION LEARNING AS THE OPERATIONAL TOOL to achieve the
desired strategic changes

8. 1 – WE HAVE CREATED A ONE DAY SESSION
Including :
- Why are changes good for a business ?
- What kind of human reactions produce changes ?
- How to handle changes as a manager ?
- How to use action learning to improve agility ?
2 – WE HAVE TRAINED 12 COLLABORATORS
(executive, employees, french, ukrainiens…
3 – THE 12 « AMBASSADORS » have trained
350 collegues (march-sept 2016)
and will continue with incoming employes

9. We made the training in french in Kiev :
march 21, 2016 (1,5 days)

10. SOME COMMENTS
AT THE END OF THE TRAINING…
- COLLABORATION IS STRONGER
THAN RESISTANCE TO CHANGE
- ACTION LEARNING IS HELPFUL TO
WORK TOGETHER
- A VERY PRACTICAL TOOL
- CHANGE IS A QUESTION OF
SHARED DIRECTION
- ACTION LEARNING IS MAKING
SENS

11. « Auchan Retail in Ukraine has decided to implement collaborative
approaches as we think that it is fundamental during the period of
changings and management transformations. Action Learning as been
identified as an integral method of collaborative approach and we have
already trained over 350 collaborators and will continue to train
newcomers.
The first feed back is very positive. The WIAL action learning
methodology is 100% in line with our goal which is to move to
collaborative behaviors and helps people to be more open minded,
creative and innovative”.
Frédéric HENIN, Directeur du Développement des compétences
Kateryna DAVIDOVA, Responsable Formation
Testimonial

12. Auchan Retail Ukraine is the
first retailer (3 among the 20
rewarded companies) and is
also n°1 for companies hiring
between 1,500 and 5,000
people.
Ranked at the 14th position
best employer in the retail industry

13. USING ACTION LEARNING TO IMPLEMENT
A STRATEGIC CHANGE WITHIN THE COMPANY
ANY
QUESTIONS ?
Daniel BELET, drbelet@orange.fr
Jean-Michel CRAMIER, cramierjm@esc-larochelle.fr