Strategic management and reality - webinar by the Cercle de l'Innovation

Since the 1960s, strategic management has evolved from a programmatic and techno-centric approach largely inspired by the industrial economy to a policy centered on socio-organizational dynamics. This method, described as post-modern, offers a fine and valuable analysis of the role of "strategy makers". Senior executives, operational managers, junior managers, planners, consultants, financial advisors, business lawyers or academics all participate, at their level, in the strategic activity. However, the doctrines used are still struggling to integrate the lessons learned from the analysis of real work that ergonomics and the clinical aspects of the activity have developed. This difficulty could explain the growing gap between strategic policies and the daily practices of the members of the organization.

However, is there really of a gap between strategists and operational staff? And if so, what would be the consequences of an increased gap between theories and practices on the collective performance and the individual well-being? Is there a way to conciliate a paradoxical situation where those whose mission is to take charge of the collective's development are no longer able to pay attention to its members?

We intend to shed light on those questions by analyzing the long-term analysis of three emblematic strategies of the beginning of the century (2006-2019): Renault's globalization strategy, France Telecom's Next plan and EDF's nuclear renewal strategy. A collection of 13 other collaborative research projects will enrich our debate, that will consider altogether strategy, organization, activities and collective and individual performance.