Your collaborators, just like your customers and partners, move in an environment crossed by numerous networks, human or technological, that constantly push further away the organisation’s limits.

This progress to a more and more open or " virtual " organisation and less and less self-centered, upsets any known management pattern.

The Human Resources, the organisation’s living capital, are directly exposed to these tremendous changes; which show themselves at trade level (new technologies, customer service) as well as at strategy level (convergence, acquisitions).

Encouraged by this environment and a continually more changeable, close and demanding market, your teams are untiringly looking for appropriate responses whereas references are lacking or disappearing one after the other.

The Group as the hub of the change dynamics

In this emergent context, the model of organisation and pyramidal decision reveals its limits. When every one within the organisation is personally led to change their system of values and behaviour, only collegiate choices can still lead to action.

As the basic structure of the organisation, the Group then shows all its power. Federative entity, decision centre and no longer merely a working space, the Group is the seat of complex ties that weave themselves between the firm and its environment.

Within the Group, the organisation detects its needs and under the group’s impulse it creates and builds itself.

We must therefore draw our attention on the Group’s strategic properties, on the " molecular " structure that the exchanges between the groups within the organisation creates and finally on the interactions that connect the individuals to the groups to which they refer to as members or interlocutors.