Towards management without a director!

Thank you Laurent de la Clergerie for expressing openly how the posture of managers must evolve. This evolution is radical and explains how LDLC will remove the directors and through what stages the company has gone to decide on a flexible organization, with local teams. It is a step forward towards the X.O company and the implementation of harmonic management.

We have widely discussed the evolution of management over time and the evolution of our management towards harmonic management. Lively, organic management deploying a holotropic vision favoring the emergence of a collaborative world where personal issues are erased.

Focus on Agile Management and Living Management

As Laurent de la Clergerie points out, the evolution of management has gradually shifted from Agile management with a Coach and then a facilitator to the election of a leader in each team. Leader who has no authority over them but who orchestrates and ensures the well-being of everyone.

To move towards harmonic management, let us recall the issues that an enlightened company could follow.

The challenges: happy and committed employee

Employees are currently stuck between “bore-out” and fear of Covid-19, a daily threat to the quality of the work delivered. Local management very often plays a catalytic role in companies. Indirectly, the local manager occupies the role described above of team leader, for which he is responsible for moral health.

The challenge for companies is therefore to move from a “control” manager to a “facilitator” manager capable of creating a working atmosphere conducive to the motivation of team members.

The main challenge is to retain and keep motivated employees who have acquired value-added contextual experience while promoting:

  • the emergence of team autonomy at the service of the customer
  • creating an adaptive customer culture
  • the integration of multipotentials to encourage creativity on a daily basis
  • by developing a flexible organization that allows the company to adapt to an uncertain and volatile context (V.U.C.A)
  • by generating virtuous learning circles to simplify organizational models, while promoting the emergence of a multidirectional productive ephervescence

This protocol would allow the organization to evolve towards a lively, harmonious management where each person expresses his note in his own tone for the benefit of responsible production.

Discover our response to support you in your organizational transformations: Ago Transformations

Author: Dominique Popiolek-Ollé, Transmutation leader, Agile Executive Coach, Founder of In Imago management consulting and disruptive transformation.