LDS: Annie BOUVIER, you are Director of Human Resources. You worked at different groups and companies, notably at SOMFY, an international group operating in nearly 60 countries. Let’s remind our readers that SOMFY is the world leader in the automatic control of openings and closures in homes and buildings and alarm systems, as well as one of the major players in digital home automation in the age of connected homes.
Annie: Indeed, because of its international dimension through 114 subsidiaries in nearly 60 countries, SOMFY employs 7,800 people, nearly a third of whom work in France, because SOMFY is before and after all a French company and a French brand.
Annie, what was your experience with the LDS Model at SOMFY?
I have had the opportunity to work with Alessandro Biscaccianti and TransFormActions for nearly 16 years and on a regular basis we have exchanged and shared about the managerial situations within the various companies where I practiced as HRD.
More specifically, within SOMFY Group, I had the opportunity to preview, test, and implement the dynamics and tools described in this book by Alessandro and Mouna starting 2013. At that time I set up the SOMFY Academy ‘Leadership and Management’, a space where, thanks to the commitment and curiosity of several groups of executives and managers, we became aware of some of the classic managerial reflexes which hindered our development. Deep reflection and thorough work allowed us to deconstruct these reflexes, transform our organization, and enrich its Managerial Model in order to better fit SOMFY’s strategic vision.
What are the concrete results?
SOMFY is still working to adapt its processes in order to develop truly integrated Systemic Relationships, clearing away from traditional approaches which advocate the so-called benefits of “urgency states” and “positive stress”. LDS methodologies also allowed SOMFY to think about innovative and creative solutions leveraging the commitment and talents of contributors.
After a little more than 3 years, I am proud to feel and see that we have successfully established the elements of Dynamic Stability at the Group level, alongside more than 150 managers from all business lines of SOMFY worldwide, with tangible and durable results in terms of performance. And the transformation really operating and still ongoing!
According to you, what is the strength of LDS as a model of leadership and transformational change?
Many problems are common to all organizations, international or domestic, independently from their sector of activity. Some issues are linked to the human nature of leaders, managers, and contributors who are, more and more, faced with an increasingly complex environment and whose speed of change is rapidly increasing. LDS is a truly operational model of transformational change built around a strategic and realistic vision of this environment.
This Model bears many strengths as it is based on:
- a systemic, global, and ecological approach to business and to the human factor in professional contexts;
- a coherent set of methodologies made of interdependent processes mirroring the complexity of organizations and the people making or breaking their success;
- several simple and smart operational tools whose effectiveness is just impressive!
What makes, in your opinion, the LDS Model so special?
Beyond the many operational tools presented in LDS, the concept of Dynamic Stability at the heart of this systemic approach is truly innovative in itself! This book by Alessandro and Mouna captures this innovative approach while finding an interesting and balanced mix between “hard”, cognitive, rational, and analytical tools on one hand (projections using the Perfect Future, Decision-Making and Strong Consensus Protocols, Cooperation Protocol, etc.) and on the other hand the “soft and deep” tools linked to our emotions and what makes us human beings in the first place (Logical Levels, Mourning Cycle, etc.). .) and which you would typically not find detailed in a traditional management book.
Firmly grounded on the recent findings of neuroscience and neurobiology, LDS’s model of transformational change offers an additionally unique approach, drawing on studies and research on stress and emotions by medical specialists. Mouna’s doctoral research should further emphasize this approach, which should allow further exploration of inquiries around the impact of neurobiology and emotions on change management practices. LDS also emphasizes the psychological aspect, drawing on the experience of Alessandro and several references from transactional analysis, brief therapy, body-mind approach, coaching, etc.
In addition to this comprehensive, innovative and surprising approach to leading organizational, managerial and personal change, these few hundred pages offer many stories, anecdotes and examples to guide you through the Model, its concepts, methodologies and tools!
Annie, any last words?
A model such as LDS bears fruit very quickly as long as, of course, we give ourselves the chance to try to do differently and to implement concretely its key concepts and tools. As usual, success depends on you and your capability to dare to stray from the same old traditional ways hammered by many management books.
With this in mind, I can only recommend ‘Leading by Dynamic Stability’ to organizations, teams, and individuals keen on learning different ways to achieve and protect their Stake to live and prosper (rather than survive) in today’s challenging and exciting environment!
Thank you Annie!
Thank you !
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