Why didn’t we push our management communities toward autonomy?
summary
Sonia Abbes and Benoit de Pompignan describe how Société Générale’s retail IT organization moved from training managers in leadership toward creating a network of engaged leaders and communities of practice to reinforce cultural change. They cover the concrete approach of building a transverse communication structure that bypasses usual hierarchical channels, and they report successes, pride, mistakes and doubts from that journey.
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chapters (8)
- 0:00Introduction
- 3:172024 management shift
- 7:13Launching management communities
- 13:20Early challenges and results
- 18:15Autonomy failure and adjustments
- 21:47Three phases of communities
- 24:16Common good game and participation
- 28:15Conclusion and next steps
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