L’entreprise libérée éléments de compréhension et de
réflexion
Stephanie Chasserio
Skema
17 décembre 2015
Quelques exemples d’entreprises qui y sont allées…
À l’étranger
• Morningstar (USA)
• Semco (Brésil)
• Sol (Suède)
• Gore Tex (USA)
• Patagonia
• Zappos
En France
• Poult
• Lippi
• FAVI
• Sew Usocom
• Chronoflex
• Bretagne Ateliers
• En cours: Kiabi, Davidson consulting, CIV
L’entreprise libérée, qu’est ce que c’est?
• “Quand des salariés disposent de la liberté et de la responsabilité d’entreprendre toute action qu’ils pensent la meilleure pour réaliser la vision et la mission de l’entreprise” (I. Getz)
• Autonomie d’action et de décision des salariés
• Engagement des salariés
Ça vient d’où?
• 1993, ouvrage de Tom Peters “l’entreprise libérée: libération et management”
• 1989 Ricardo Semler dans Harvard Business Review “Managing without managers”
SEMCO un précurseur brésilien
• Passage à de petites unités
• Organisation en cercles (diminution des niveaux hiérarchiques)
• Management participatif//collaboratif
• Prise de décision collégiale
• “traiter les personnes commes des adultes”: autodirection et autorégulation
Un contexte qui favorise l’émergence de cette réflexion
• Réflexion générale car usure des modèles traditionnels (la pyramide hiérarchique)
• Nouvelles attentes sociétales (être impliqué, être heureux)
• Injonction au bonheur
• Multiplication des termes: bien-être, bonheur au travail, qualité de vie au travail,
• Contexte de crise économique et raréfaction des ressources
Il faut trouver de nouvelles solutions
Les principes clefs de l’entreprise libérée
Les valeurs
• Responsabilité
• Auto contrôle “c’est celui qui fait qui sait”
• Auto direction
• Engagement
• Traitement équitable de toutes et tous
• Autonomie
• Avoir un socle de valeurs partagées
Les conditions nécessaires
• Confiance réciproque
• Transparence complète
• Mise en cohérence de tous les systèmes de management RH (évaluation, rémunération etc.)
• Formation et apprentissage de nouvelles façons de collaborer (dialogue, gestion des conflits, résolution de problèmes)
Les contextes organisationnels où se développe l’entreprise libérée
• Des entreprises avec à leur tête les fondateurs
• Des dirigeants défendant des valeurs
• Authenticité de la démarche
• Exemplarité des dirigeants
• Des entreprises en crise profonde
• Des contextes d’activité exigeant de l’innovation
• Des dirigeanst en réaction avec un modèle traditionnel d’organisation et de management (Gore, Semler)
Mise en oeuvre
• Suppression de tous les éléments de contrôle (pointeuse, reporting)
• Rapprochement du client
• Focus sur les problèmes, analyse et résolution
• Organisation apprenante
• Requiert entre 3 et 10 de déploiement
• Suppression des niveaux hiérarchiques traditionnels et replacement des cadres au sein des équipes
• Cooptation des leaders (Semco, Favi, Poult)
• Beaucoup de formations des personnels
Les effets observés
• Très nette amélioration de la performance
• En qualité
• Chiffres d’affaires
• Santé économique
• Innovation
• Développement de l’intelligence collective
• Pas d‘études approfondies sur les effets sur la santé
• Taux de satisfaction au travail: entreprises avec peu de roulement de personnel
Les questions soulevées
• Quelle conception du rôle du management?
• Qu’arrive-t-il quand le dirigeant qui porte cette vision s’en va?
• Quelle est la taille idéale pour ce type d’organisation?
• Quel est le degré de libération nécessaire?
• Quelle cohérence interne?
Limites et critiques
• Pas de disparition du contrôle, contrôle effectué par les pairs
• Quid du pouvoir et du conflit dans l’organisation • Notion de soumission volontaire et d’autocontrôle • Déni des compétences spécifiques des spécialistes
dans les fonctions supports (tout le monde peut-il tout faire?)
• Quid du développement des compétences et du partage de l’expertise
• Quid de la gestion des carrière • quid des personnels des fonctions supports supprimées
conclusion
• Le passage à l’entreprise libérée un profond changement de culture organisationnelle qui exige du temps.
• Des entreprises qui affichent des “superperformances économiques” mais restent minoritaires
• Dans quels espaces les revendications peuvent-elles s’exprimer dans un contexte à fortes pressions collectives?
• Mais des études de cas à approfondir
• Encore beaucoup d’entreprises au stade expérimental
• Intérêt: replace le travail au centre de la réflexion
NEW ORGANIZATIONAL FORMS AND TRENDS IN MANAGEMENT
Networks, Matrix organization, virtual firms etc.
REINVENTING THE TECHNOLOGY OF HUMAN ACCOMPLISHMENT
Video of Gary Hamel: http://www.managementexchange.com/video/gary-hamel-reinventing-technology-human-accomplishment
Characteristics of new organizational forms
• Context of knowledge economy
• Global, uncertain and changing environment
• Re-questionning traditional form as bureaucracy
• Need for new organizational structures
• KIF: knowledge intensive firms
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How to name these new forms of organizations?
– Post Fordist organisation, Post-bureaucratic (Heckscher 1994 quoted by Hodgson 2004)
– Pots modern organisation (Clegg 1990), – High performance organization (Lawler, Pfeffer 1998), – Organizational network (Castells 1996), – Flexible Firm (Périlleux 2001), – Liberal organizational model (Chatzis et al. 1999 ; Courpasson
2000), – adhocracy (Mintzberg 1982) – Agile Organization – Boundaryless organization – Intelligent organization – Virtual organization
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Characteristics of new organizational forms
• General Attributes
– Globalisation
– Hyperflexibility
– Continuous improvements
– Tolerance for uncertainty
• Structural features
– Lean Structure
– Decentralisation
– Auto organizing network
– Boundaryless organization /permeability
– Coherence fit between structure and working processes
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Characteristics of new organizational forms
• Communication and Information – Technologies
– Web 2.0
• Conception of jobs
– Empowerment of teams and people
– Lifelong learning
– Learning organisation
– Multidisciplinary teams
• Management
– Liberated leadership, distributed leadership, post heroic leadership
– Tolerance for ambiguity
– Network
– Confidence
HRM issues in new organizational forms
• More individual autonomy and empowerment
• Project teamwork
• High qualified/skilled people
• Less hierarchical layers
• Constant presence and pressure of clients
• Search for organizational flexibility
• Boundaryless career
• High mobility
• Search for loyalty or skills?
• Confidence
• What sort of psychological contract?
Stephanie Chasserio 25
Some forms of « new » organizations
• Lean Management/ intelligent organizations (Clegg)
• Vertical networks/ vertical firms quasi integrated
– Ex: automotive industry
• Horizontal networks/ partnership/
– Aeronautic, film makers
– Harley Davidson
Some interesting cases
• Morningstar
• GoreTex
• Harley Davidson
• Pepsico
• FAVI
• Zappos
• Sew Usocome
• Biscuiterie Poult
• Vargas
• Rabobank
MORNING STAR
Focus on an exemplar company
Morning Star Work done by Margaux CORTES MEJEAN – Julie KILLIAN
– Clémence THIEBAUT – Adrien WACRENIER
Table of content
Presentation of the company
Organizational structure
Environment
Innovative management practices
• The founder and the activity
Presentation of the company
Chris Rufer,
- Founder of Morning Star Company - Founder and board member of Self Management Institute Education - BA , Economics University
of California - MBA , Finance & Corporate
Planning - MS , Agricultural Sciences
Manufacturer of bulk tomato products : paste, diced, purees, ketchup and crushed products Focus on freshness and efficiency: They harvest and haul their own tomatoes Commitment: to improve customers’ lives through
• Cost effectiveness • Excellent service • Superior customer support
Importance of innovation • To streamline processes • To reduce costs
Presentation of the company
• The history
1970 2002
1995
1990
1982
Creation
Liberty Packing
Company, Santa Nella
1)The Morning Star Packing Company-
Williams 630 tons of tomatoes/hour =largest
tomato processing facility in California
2)California Sun Harvesting Company
The Morning Star Packing Company-Los
Banos : 530 tons of tomatoes/ hour
Creation of a tomato paste
processing plant and
implementation of 2 innovations
Today
- 25% of Californian processing tomato production
- 40% of US ingredient tomato paste and diced tomatoe markets
- Industrial sales= $350million
Organizational structure
Morning Star implemented an original way of operating and managing people
A bit of theory...
A FLAT ORGANIZATION (also called horizontal or delayering) refers to an organization with few or no level of middle management between staff and executives.
The idea behind is that workers will be more productive if they are directly involved in decision making rather than closely supervised.
Organizational structure
• Advantages and drawbacks
Advantages
Cost savings
Adaptability
Collaboration
Innovation & Creativity
Drawbacks
Confusion
Generalist/Specialist
Small business only
Growth limitation
Director
Employee Employee Employee Employee Employee Employee Employee
Manager Manager
Organizational structure
Flat Organization at Morning Star
Key characteristics Hyper-flexibility Continuous Improvement Decentralisation Lean structure Tolerance for uncertainty
Business Units mode
Impact on employees People empowerment Distributed leadership Trust Autonomy No promotion “Self-Management”
Organizational structure
Flat Organization at Morning Star
http://youtu.be/qqUBdX1d3ok
“ORG CHART: 400 LEADERS, 0 BOSSES”
Environment
1960 1920 1890 1830 Tomato = Poison
Mechanical harvesting
Juice extractor is invented
Creation of the canning technology (without hands)
Tomatoes are embraced by Europe and the USA
A little bit of History:
Morning Star: - 25% of the California processing tomato production. - Supplying 40% of the USA ingredient tomato paste and diced
tomato markets. Today, Morning Star is able to produce 1400 tons of processing tomatoes which represent the largest tomato processing facility in California.
= A and C vitamins
= Cholesterol free
90% of this production come from California which is the most prolific tomato growing region.
USA = more than 10 millions tons of processing tomatoes per year.
Environment
Who may have the control on the
price?
You?
Can you imagine a world without
tomato?
No!
So, suppliers like Morning Star have
the control.
Environment
Copyright 2014 by The Morning Star Packing Company
2014 California Tomato Paste Processing Capacity
Exhibit 1
Processor Facility Location
Year Built
Tomato Capacity for Tomato Paste (Short Tons/Hour)
Equivalent Tomato Paste (Pounds/Hour)
Marketers
Liberty Packing Company Santa Nella 1975/02 880 288,667
Morning Star Packing Company Williams 1995 749 245,614
Morning Star Packing Company Los Banos 1990 661 216,849
Los Gatos Tomato Products* Huron 1991 512 167,871
Olam Tomato Processors Lemoore 1990 448 146,806
Ingomar Packing Company* Los Banos 2000 410 134,274
J.G. Boswell Tomato Company* Bakersfield 2000 405 132,739
J.G. Boswell Tomato Company* Corcoran 2008 333 109,231
Ingomar Packing Company* Los Banos 1983 329 107,778
Pacific Coast Producers* Woodland 1943/02 296 97,135
Toma Tek Firebaugh 1989 250 82,118
Olam Tomato Processors Williams 1982 249 81,798
Stanislaus Food Products Modesto 1942 75 24,430
Sub-Total 13 5,598 1,835,308
Remanufacturers
Campbell Soup Company Dixon 1975 302 98,952
Con-Agra Foods (Hunt Foods) Oakdale <1970 206 67,483
Con-Agra Foods (Hunt Foods) Helm 1990 206 67,483
Campbell Soup Company Stockton 1967 171 56,046
Unilever (Ragu) Stockton <1970 165 54,032
Del Monte Corporation Hanford 1976 88 28,741
Sub-Total 6 1,137 372,738
Total 19 6,735 2,208,046
*Grower owned and controlled processor.
Definitions: Marketers: plants making paste for the main purpose of selling it to another party.
Remanufacturers: make paste for use internally.
Copyright 2014 by The Morning Star Packing Company
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
19
91
19
92
19
93
19
94
19
95
19
96
19
97
19
98
19
99
20
00
20
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20
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14
Exhibit 1a
Annual Tomato Paste Processing Capacity (tons/hour)
Sh
ort
Ton
s per
Hou
r of
Tom
ato
es
Total
Private
Grower
Definitions
Self-Manufacturers: Companies that make paste predominately for internal uses.
Private: Privately held companies that sell paste on the open market.
Grower: Grower-owned companies that sell paste on the open market.
Self-Manufacturers
Environment
Copyright 2014 by The Morning Star Packing Company
Exhibit 4
U.S. Tomato Paste Consumption
Pou
nd
s of
Tom
ato
Past
e (i
n m
illi
on
s)
R² = 0.9811
0
500
1,000
1,500
2,000
2,500
3,000
19
62
19
65
19
68
19
71
19
74
19
77
19
80
19
83
19
86
19
89
19
92
19
95
19
98
20
01
20
04
20
07
20
10
20
13
Copyright 2014 by The Morning Star Packing Company
0
100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
700,000,000
800,000,000
900,000,000
1,000,000,000
19
70
19
74
19
78
19
82
19
86
19
90
19
94
19
98
20
02
20
06
20
10
Exhibit 5
U.S. Tomato Paste Imports and Exports (pounds 31% NTSS)
Poun
ds
of
Tom
ato
Past
e
U.S. Exports
U.S. Imports
2013
Innovative management practices
• Their innovative manners to manage human capital
Philosophy of self-management
The base of their management : no line of management in the company, everyone is a manager, and no directives given
That way, employees take personal responsability for their deeds and for achieving their mission
There is no micro management in the company
No ladder to climb
Motto : together everyone achieves more
Innovative management practices
• Their innovative manners to manage human capital
Process of recruitment
The first point is to explain the system of management during approximately 2 hours : people need to be ready for it
The candidates will meet up to 13 people of the company
When they are recruited, they have one year to fully adapt to the company and self management
Innovative management practices
• Their innovative manners to manage human capital
– Team work
No approvals from manager to obtain to work on a project, but the approval of the people concerned by the project
Creativity and innovation are highly valued
Communication and consultation are two key points
When there are disagreements : the two people need to work it out together, but can call and third party if needed. If not enough : college of colleagues (approx. 10 people). Last level is to send the matter to the President of Morning Star
Innovative management practices
• Their innovative manners to manage human capital
– The College letter of Understanding
The employees forge the agreements in the company
Regular reunion to discuss the matters in the company
Doesn’t mean all employees are equal : areas of expertise are known and valued
Innovative management practices
• Impact on performance
– The employees
High feeling of pride to belong to the company
Feel like they can express all their talent : they have more initiative, more flexibility, more expertise, more collegiality, better judgment and more loyalty.
They are motivated and involved in the welfare of the company
Innovative management practices
• Impact on performance
– The company
Largest tomato processing company in the world
400 full-time employees produce over $700 million a year in revenues
Global market leader
Over the past 20 years, Morning Star’s volumes, revenues, and profits have grown at a double-digit clip, claims Rufer. (Industry growth, by contrast, has averaged 1% a year. )
CREATING THE BEST WORKPLACE ON EARTH
Rob Goffee and Gareth Jones (2013)
“The organization of your dreams”
• The organization stands for something meaningful
• The work is intrinsically rewarding
• No stupid rules
Exercise
• Identify the concrete HR policies which are efficient in such context?
• 10 minutes
How to create a great workplace?
• Let people be themselves
– Notion of organization culture
– Promote adequate behaviors (HR practices: clear incentives systems and career paths. Competence models appraisal systems, management by objectives, tightly defined recruitment policies
– Self determination
– Organic solidarity
• Unleash the flow of information
– Open discussion
– Transparency
– Culture of radical honesty
– Organizational facilitation
• Magnify people’s strengths
– Make your better employees even better
– Rewards
– Training: policies of qualifications, developing people’s skills
• Stand for mare than shareholder value
• Show how the daily work makes sense
• Have rules people can believe in
Few words about facilitation (and art of hosting)
• Mediation
• Tools of cooperation
• http://learningforsustainability.net/tools/facilitation.php