{"id":319,"date":"2015-04-24T09:53:23","date_gmt":"2015-04-24T09:53:23","guid":{"rendered":"http:\/\/fr.eim.com\/?p=319"},"modified":"2022-01-12T15:14:32","modified_gmt":"2022-01-12T15:14:32","slug":"pilotage-et-redressement-par-un-manager-de-transition","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/business-cases\/pilotage-et-redressement-par-un-manager-de-transition\/","title":{"rendered":"Un Directeur G\u00e9n\u00e9ral de transition pilote le redressement d\u2019une business unit r\u00e9gionale pour le compte d\u2019un grand groupe du BTP"},"content":{"rendered":"\n[et_pb_section fb_built=”1″ admin_label=”Hero Section” _builder_version=”3.27.4″ background_color=”#002c3e” background_enable_image=”off” height=”520px” custom_padding=”6%||0%|||” bottom_divider_style=”slant” bottom_divider_color=”#ffffff” bottom_divider_height=”150px” bottom_divider_flip=”horizontal” global_colors_info=”{}” background_color_gradient_direction__hover=”180deg” background_color_gradient_direction__hover_enabled=”180deg” background_color_gradient_start_position__hover=”0%” background_color_gradient_start_position__hover_enabled=”0%” background_color_gradient_end_position__hover=”100%” background_color_gradient_end_position__hover_enabled=”100%”][et_pb_row disabled_on=”off|off|off” admin_label=”Page Title Area” _builder_version=”3.27.4″ width=”100%” max_width=”2560px” module_alignment=”center” custom_margin=”-2%|auto|0px|auto|false|false” custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Hero Section Title” _builder_version=”3.27.4″ text_font=”Montserrat|800|||||||” text_font_size=”18px” text_line_height=”1.3em” header_font=”Montserrat|700|||||||” header_font_size=”56px” header_letter_spacing=”3px” header_line_height=”1.1em” header_2_font=”Montserrat|700|||||||” header_2_text_color=”rgba(255,255,255,0.6)” header_2_font_size=”90px” header_2_letter_spacing=”3px” header_2_line_height=”1.1em” text_orientation=”center” background_layout=”dark” max_width=”80%” module_alignment=”center” custom_margin=”0px||0px||false|false” animation_style=”fade” animation_direction=”bottom” animation_duration=”1350ms” header_font_size_tablet=”” header_font_size_phone=”28px” header_font_size_last_edited=”on|phone” header_2_font_size_tablet=”” header_2_font_size_phone=”50px” header_2_font_size_last_edited=”on|phone” text_text_shadow_style=”preset1″ text_text_shadow_horizontal_length=”0.28em” inline_fonts=”Prata,Montserrat” global_colors_info=”{}”]

Un Directeur G\u00e9n\u00e9ral de transition pilote le redressement d\u2019une business unit r\u00e9gionale<\/span><\/h1>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ global_colors_info=”{}”][et_pb_row _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”90%” module_alignment=”center” global_colors_info=”{}”]

Un groupe diversifi\u00e9 du secteur BTP employant plusieurs dizaine de milliers de salari\u00e9s sur plusieurs sites en France a d\u00e9cid\u00e9 de redresser son activit\u00e9 r\u00e9gionale (sud-est) : les objectifs sont de reprendre en mains la gestion des chantiers et de conqu\u00e9rir de nouveaux march\u00e9s et de nouveaux clients.<\/span><\/p>\n

L\u2019organisation en place est caract\u00e9ristique des groupes qui se sont constitu\u00e9s par acquisitions successives : chaque business unit b\u00e9n\u00e9ficie d\u2019une certaine autonomie et n\u2019applique pas forc\u00e9ment toutes les m\u00e9thodes du groupe.<\/span><\/p>\n

Le sch\u00e9ma cible a \u00e9t\u00e9 arr\u00eat\u00e9 : il pr\u00e9voit la mise en place d\u2019un Directeur G\u00e9n\u00e9ral en transition sur une p\u00e9riode de 6 \u00e0 12 mois pour aligner la gestion des chantiers sur les standards du groupe et conqu\u00e9rir de nouveaux clients, afin d\u2019\u00eatre moins d\u00e9pendant du principal client qui assure 40% du chiffre d\u2019affaires.<\/span><\/p>\n

En effet, le Groupe a pris conscience de la n\u00e9cessit\u00e9 de trouver \u00e0 l\u2019ext\u00e9rieur un manageur exp\u00e9riment\u00e9 pour conduire, \u00e0 marche forc\u00e9e, le redressement des comptes et l\u2019am\u00e9lioration des processus, avant de passer le relai au manageur identifi\u00e9 en interne pour prendre, \u00e0 terme, la responsabilit\u00e9 d\u2019une nouvelle business unit au plan national centr\u00e9e sur la sp\u00e9cialit\u00e9 concern\u00e9e et servant des clients nationaux.<\/span><\/p>\n

Il faut faire accepter par le terrain la nouvelle organisation, identifier et traiter les points de blocage \u00e9ventuels, n\u00e9gocier et formaliser les contrats commerciaux en fixant des r\u00e8gles claires et des calendriers pr\u00e9cis, ajuster les r\u00f4les de chacun au sein de la nouvelle organisation et, enfin, aller chercher de nouveaux clients tout en veillant de pr\u00e8s \u00e0 la gestion des chantiers au jour le jour.<\/span><\/p>\n

EIM est invit\u00e9 \u00e0 pr\u00e9senter tr\u00e8s rapidement plusieurs manageurs de transition, ayant en commun d\u2019avoir \u00e9t\u00e9 des hommes de terrain connaissant le \u00ab chantier \u00bb et d\u2019avoir d\u00e9j\u00e0 exerc\u00e9 des responsabilit\u00e9s de Direction G\u00e9n\u00e9rale. Le Groupe s\u00e9lectionne l\u2019un de ces manageurs pour d\u00e9marrer imm\u00e9diatement la mission.<\/span><\/p>\n

Le Directeur G\u00e9n\u00e9ral de transition s\u2019int\u00e8gre rapidement dans l\u2019organisation du Groupe et acquiert en quelques semaines l\u2019autonomie n\u00e9cessaire \u00e0 sa mission. En effet, le management est mobilis\u00e9 par d\u2019autres priorit\u00e9s\u2026<\/span><\/p>\n

Au terme de la mission, les objectifs sont remplis : le basculement dans la nouvelle organisation intervient dans les d\u00e9lais avec le niveau de qualit\u00e9 attendu. Le manageur de transition avait, d\u2019autre part, r\u00e9tabli en deux mois la rentabilit\u00e9 de la business unit qui lui a \u00e9t\u00e9 confi\u00e9e.<\/span><\/p>\n

<\/span><\/p>\n

<\/div>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.27.4″ background_color=”#DB9300″ custom_margin=”0px||||false|false” top_divider_style=”slant” top_divider_color=”#FFFFFF” top_divider_flip=”vertical|horizontal” bottom_divider_color=”#ffffff” bottom_divider_flip=”horizontal” global_colors_info=”{}”][et_pb_row _builder_version=”3.27.4″ custom_margin=”-46px|auto||auto||” custom_padding=”60px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.27.4″ global_colors_info=”{}”][et_pb_text admin_label=”Title” _builder_version=”3.27.4″ text_font=”||||||||” text_text_color=”#ffffff” header_font=”Prata||||||||” header_2_font=”Montserrat|700|||||||” header_2_text_align=”center” header_2_font_size=”30px” custom_margin=”5%||5px||false|false” custom_padding=”||0px|||” animation_style=”fade” animation_direction=”top” animation_duration=”1350ms” animation_starting_opacity=”100%” inline_fonts=”Prata,Montserrat” global_colors_info=”{}”]

Prenez contact avec nous<\/span><\/h3>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”3.27.4″ custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”1_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][et_pb_text _builder_version=”3.27.4″ custom_padding=”||0px|||” global_colors_info=”{}”]

Vous souhaitez en savoir plus et entrer en relation avec un conseiller EIM<\/span><\/p>[\/et_pb_text][et_pb_button button_url=”\/fr\/nous-contacter\/” button_text=”CONTACTEZ-NOUS” button_alignment=”center” _builder_version=”4.7.0″ background_layout=”dark” global_colors_info=”{}”][\/et_pb_button][\/et_pb_column][et_pb_column type=”1_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":3488,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"Un groupe diversifi\u00e9 du secteur BTP employant plusieurs dizaine de milliers de salari\u00e9s sur plusieurs sites en France a d\u00e9cid\u00e9 de redresser son activit\u00e9 r\u00e9gionale (sud-est) : les objectifs sont de reprendre en mains la gestion des chantiers et de conqu\u00e9rir de nouveaux march\u00e9s et de nouveaux clients.\n\nL\u2019organisation en place est caract\u00e9ristique des groupes qui se sont constitu\u00e9s par acquisitions successives : chaque business unit b\u00e9n\u00e9ficie d\u2019une certaine autonomie et n\u2019applique pas forc\u00e9ment toutes les m\u00e9thodes du groupe.\n\nLe sch\u00e9ma cible a \u00e9t\u00e9 arr\u00eat\u00e9 : il pr\u00e9voit la mise en place d\u2019un Directeur G\u00e9n\u00e9ral en transition sur une p\u00e9riode de 6 \u00e0 12 mois pour aligner la gestion des chantiers sur les standards du groupe et conqu\u00e9rir de nouveaux clients, afin d\u2019\u00eatre moins d\u00e9pendant du principal client qui assure 40% du chiffre d\u2019affaires.\n\nEn effet, le Groupe a pris conscience de la n\u00e9cessit\u00e9 de trouver \u00e0 l\u2019ext\u00e9rieur un manageur exp\u00e9riment\u00e9 pour conduire, \u00e0 marche forc\u00e9e, le redressement des comptes et l\u2019am\u00e9lioration des processus, avant de passer le relai au manageur identifi\u00e9 en interne pour prendre, \u00e0 terme, la responsabilit\u00e9 d\u2019une nouvelle business unit au plan national centr\u00e9e sur la sp\u00e9cialit\u00e9 concern\u00e9e et servant des clients nationaux.\n\nIl faut faire accepter par le terrain la nouvelle organisation, identifier et traiter les points de blocage \u00e9ventuels, n\u00e9gocier et formaliser les contrats commerciaux en fixant des r\u00e8gles claires et des calendriers pr\u00e9cis, ajuster les r\u00f4les de chacun au sein de la nouvelle organisation et, enfin, aller chercher de nouveaux clients tout en veillant de pr\u00e8s \u00e0 la gestion des chantiers au jour le jour.\n\nEIM est invit\u00e9 \u00e0 pr\u00e9senter tr\u00e8s rapidement plusieurs manageurs de transition, ayant en commun d\u2019avoir \u00e9t\u00e9 des hommes de terrain connaissant le \u00ab chantier \u00bb et d\u2019avoir d\u00e9j\u00e0 exerc\u00e9 des responsabilit\u00e9s de Direction G\u00e9n\u00e9rale. Le Groupe s\u00e9lectionne l\u2019un de ces manageurs pour d\u00e9marrer imm\u00e9diatement la mission.\n\nLe Directeur G\u00e9n\u00e9ral de transition s\u2019int\u00e8gre rapidement dans l\u2019organisation du Groupe et acquiert en quelques semaines l\u2019autonomie n\u00e9cessaire \u00e0 sa mission. En effet, le management est mobilis\u00e9 par d\u2019autres priorit\u00e9s\u2026\n\nAu terme de la mission, les objectifs sont remplis : le basculement dans la nouvelle organisation intervient dans les d\u00e9lais avec le niveau de qualit\u00e9 attendu. Le manageur de transition avait, d\u2019autre part, r\u00e9tabli en deux mois la rentabilit\u00e9 de la business unit qui lui a \u00e9t\u00e9 confi\u00e9e.\n\nContact :<\/b>\nPhilippe B\u00e9nard\np.benard@eim.com\n(33) 1 53 57 34 67\n\n\n\n

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