Feed backTeam 3 : Maria BAATIR/ Maryem BENMAMMASS/ Nacera KHALFI/ Carole MAYSONNIAL

StrategyGlobal objective: to work and interact outside of one’s comfort zone/ To take into account emotional aspects of change/Create a positive synergy: time is our ennemy!

Phase A: Brainstorming per service (needs/suggestions) Explanation of the EIS concept Simultaneous meeting with the CEO

Phase B : Persuade employees Creation of piloting groups Beginning of the implementation actions

Phase C: Settlement of EIS solution (procedures/ training program…)

Results

1 32 4

Phase 1: FlatPhase 2: Constant progressPhase 3: DecreasePhase 4: High Increase

TacticsPhase 1 : Face to Face meeting with the CEOPhase 2 : Articles in internal magazine/ Memos/ Email/ Management trainings/ Coffee Break/Task forcesPhase 3 : LobbyingPhase 4: Memos/ Email/ Face to face meetings with the top managers

Experience

Phase 1: Lost, top-down strategy Phase 2 : Familiar with the initiative: convincing employeesPhase 3 : Frustration (« lobbying initiatives » action)Phase 4: Adaptation

A priori1.Validated : change is hard/ importance of time

2. Not validated: hierarchy and top management not the key of spreading change rapidly and easily

Positive Behaviours- Facing points of view- Brainstorming and taking decisions unanimously- Turning leaders