{"id":14640,"date":"2021-07-07T08:00:47","date_gmt":"2021-07-07T06:00:47","guid":{"rendered":"https:\/\/www.m-q.ch\/?p=14640"},"modified":"2021-07-13T09:18:31","modified_gmt":"2021-07-13T07:18:31","slug":"en-cinq-etapes-vers-un-modele-dentreprise-agile","status":"publish","type":"post","link":"https:\/\/www.m-q.ch\/fr\/in-fuenf-schritten-zum-agilen-betriebsmodell\/","title":{"rendered":"Cinq \u00e9tapes vers un mod\u00e8le op\u00e9rationnel agile"},"content":{"rendered":"
\"Mod\u00e8le
Les \u00e9quipes d\u00e9centralis\u00e9es sont au centre de la cha\u00eene de valeur modifi\u00e9e : le savoir-faire des diff\u00e9rents domaines est ainsi regroup\u00e9. \u00a9 Depositphotos, artursz<\/figcaption><\/figure>\n

Les chances de succ\u00e8s des entreprises qui pourront continuer \u00e0 \u00eatre comp\u00e9titives \u00e0 l'avenir avec le syst\u00e8me traditionnel taylorien descendant diminuent rapidement. Le principe de commandement et de contr\u00f4le, qui a longtemps \u00e9t\u00e9 couronn\u00e9 de succ\u00e8s, est d\u00e9sormais consid\u00e9r\u00e9 comme trop rigide et trop lent pour satisfaire les demandes changeantes des clients. Ce qu'il faut aujourd'hui, c'est une plus grande proximit\u00e9 avec les clients et des r\u00e9actions plus souples \u00e0 leurs souhaits. Le site CGI, fournisseur de services aux entreprises et de services informatiques<\/a> a d\u00e9velopp\u00e9 les cinq \u00e9tapes suivantes sur le chemin d'une mod\u00e8le op\u00e9rationnel agile<\/a> identifi\u00e9 comme un guide :<\/p>\n

    \n
  1. Remodeler la cha\u00eene de valeur :<\/strong> Dans une organisation agile, le mod\u00e8le op\u00e9rationnel est pens\u00e9 \u00e0 partir du client. Au centre de la cha\u00eene de valeur modifi\u00e9e se trouvent des \u00e9quipes d\u00e9centralis\u00e9es dans lesquelles le savoir-faire des employ\u00e9s de diff\u00e9rents secteurs est regroup\u00e9. Les \u00e9l\u00e9ments en contact direct avec le client, tels que les fonctions de vente, de marketing et de service, qui d\u00e9terminent la perception et l'exp\u00e9rience du client, et donc son comportement d'achat, sont particuli\u00e8rement importants.<\/li>\n
  2. Structure d'entreprise d\u00e9centralis\u00e9e :<\/strong> La responsabilit\u00e9 et le pouvoir de d\u00e9cision pour l'activit\u00e9 op\u00e9rationnelle sont d\u00e9plac\u00e9s des fonctions centrales vers les endroits o\u00f9 le contact avec le client est le plus intensif. Les activit\u00e9s et les pouvoirs de d\u00e9cision d\u00e9centralis\u00e9s se voient ainsi accorder un poids beaucoup plus important, tandis que les activit\u00e9s centrales sont limit\u00e9es aux domaines fonctionnels les plus n\u00e9cessaires. De cette mani\u00e8re, les exigences des clients peuvent \u00eatre enregistr\u00e9es de mani\u00e8re plus pr\u00e9cise et satisfaites plus rapidement.<\/li>\n
  3. Valeur ajout\u00e9e pour les clients :<\/strong> Les contacts plus intensifs des \u00e9quipes d\u00e9centralis\u00e9es avec les clients permettent de mieux saisir les souhaits des clients et de cr\u00e9er une v\u00e9ritable valeur ajout\u00e9e \u00e0 partir de ces connaissances. Ils d\u00e9cident de la mani\u00e8re dont les cha\u00eenes de valeur doivent \u00eatre con\u00e7ues, avec les mod\u00e8les et processus op\u00e9rationnels (imp\u00e9ratifs commerciaux) et les moyens de production (actifs) tels que les v\u00e9hicules ou les capacit\u00e9s de production. Il est align\u00e9 de mani\u00e8re \u00e0 ce que l'entreprise puisse offrir \u00e0 ses clients le plus grand b\u00e9n\u00e9fice possible.<\/li>\n
  4. D\u00e9veloppement des comp\u00e9tences n\u00e9cessaires :<\/strong> Sur la base de l'exp\u00e9rience du client, les \u00e9quipes d\u00e9centralis\u00e9es examinent \u00e9galement les comp\u00e9tences (capacit\u00e9s) n\u00e9cessaires pour r\u00e9pondre aux souhaits du client. Ils d\u00e9terminent les comp\u00e9tences requises. Toute lacune ou faiblesse est combl\u00e9e ou \u00e9limin\u00e9e par des mesures internes ou avec l'aide de partenaires externes ou de l'\u00e9cosyst\u00e8me de partenaires. Cette d\u00e9cision est \u00e9galement prise de mani\u00e8re ind\u00e9pendante par les \u00e9quipes d\u00e9centralis\u00e9es.<\/li>\n
  5. Conception du plan d'organisation : <\/strong>La nouvelle structure organisationnelle fait passer une grande partie du pouvoir de d\u00e9cision des fonctions centrales aux \u00e9quipes agiles d\u00e9centralis\u00e9es. Ils sont en communication les uns avec les autres et disposent d'interfaces avec les fonctions centrales telles que les finances ou les ressources humaines. Cela permet une grande rapidit\u00e9 de d\u00e9cision dans les processus op\u00e9rationnels. Enfin, la possibilit\u00e9 d'une am\u00e9lioration continue des \u00e9quipes fait partie de la conception de la structure organisationnelle.\u00a0<\/li>\n<\/ol>\n

    \"Les entreprises proches de leurs clients, flexibles et d\u00e9centralis\u00e9es s'av\u00e8rent sup\u00e9rieures, quel que soit leur secteur d'activit\u00e9. Elles peuvent r\u00e9agir plus rapidement, plus souplement et de mani\u00e8re plus innovante aux exigences changeantes des clients et op\u00e9rer de mani\u00e8re plus rentable en se concentrant constamment sur la cha\u00eene de valeur\", explique le Dr Finn Breuer, consultant ex\u00e9cutif et responsable de Business Agility & Consulting chez CGI en Allemagne. \"Lors de la conception - ou, dans la plupart des cas, de la reconception - du mod\u00e8le op\u00e9rationnel respectif, les cinq \u00e9tapes d\u00e9crites peuvent aider \u00e0 proc\u00e9der de mani\u00e8re structur\u00e9e. En fin de compte, l'objectif est de mettre de la puissance sur la route aussi rapidement que possible en termes d'avantage concurrentiel. Bien entendu, il est utile de conna\u00eetre \u00e0 l'avance l'emplacement et la taille des nids de poule potentiels sur le parcours.\"<\/p>\n

    Source : CGI<\/em><\/p>","protected":false},"excerpt":{"rendered":"

    Die Erfolgschancen f\u00fcr Unternehmen, die mit dem traditionellen Taylor\u00b4schen Top-Down-System auch in Zukunft wettbewerbsf\u00e4hig sein k\u00f6nnen, sinken rapide. Das lange erfolgreiche Prinzip von Anweisung und Kontrolle (Command-and-Control) wird mittlerweile als zu starr und zu langsam angesehen, um die ge\u00e4nderten Kundenanforderungen befriedigen zu k\u00f6nnen. Gefordert sind heute eine gr\u00f6ssere N\u00e4he zu den Kunden und flexiblere Reaktionen […]<\/p>\n","protected":false},"author":35,"featured_media":14643,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[4448],"tags":[5042],"class_list":["post-14640","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-allgemein","tag-betriebsmodell"],"acf":[],"yoast_head":"\nIn f\u00fcnf Schritten zum agilen Betriebsmodell - MQ Management und Qualit\u00e4t<\/title>\n<meta name=\"description\" content=\"Beim Aufbau eines agilen Betriebsmodells r\u00e4t der Buiness- und IT-Dienstleister CGI zu einem systematischen Vorgehen in f\u00fcnf Schritten.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.m-q.ch\/fr\/en-cinq-etapes-vers-un-modele-dentreprise-agile\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"In f\u00fcnf Schritten zum agilen Betriebsmodell - 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