Re-engaging teams following the announcement of a major reorganization and the closure of one of the group's two sites

CONTEXT

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Ligier Group's loss of competitiveness highlighted structural weaknesses that threatened the company's long-term viability.

In this context, management initiated a major reorganization project, including workforce reduction and the closure of one of the two sites, with the aim of securing the group's future and regaining sustainable competitiveness.

MISSION OBJECTIVES

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The mission primarily aims to engage key governance bodies, particularly the CSEC and CODIR, to establish a common understanding and alignment regarding the reorganization project.

It also aims to mobilize service managers for the operational implementation of the reorganization, empowering them to take concrete action within their respective areas.

Finally, the mission seeks to ensure that all managers and teams understand and embrace the project's meaning, challenges, and content, thereby fostering a collective dynamic and minimizing resistance to change.

RESULTS

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Economic Performance

The mission enabled the structuring and activation of an operational action plan, aimed at securing the achievement of objectives set within the reorganization framework and ensuring its long-term execution.

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Employee Engagement

Management involvement was strengthened, playing a key role in securing the achievement of reorganization objectives and providing daily support to teams.

Employee support mechanisms were highlighted and clarified, contributing to a better understanding of the measures implemented.

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Social Performance

The approach also helped reduce social and human risks, as well as the impacts associated with the reorganization and site closure.

THE APPROACH / METHODS USED

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The mission began with the formalization of a structured summary of books 1 and 2, adapted into various communication materials designed to help all managers and teams understand and embrace the project's meaning and content.

In-depth interviews were then conducted with CODIR members and service managers. These discussions allowed us to:

• gather managers' perceptions of the project and those of their teams,

• co-construct concrete action plans, both within their respective scopes and at interfaces.

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These action plans focused specifically on:

• actions to be undertaken in the short and medium term,

• skill transfers related to job eliminations,

• identifying training needs,

• necessary external recruitments,

• as well as fundamental issues extending beyond the scope of the reorganization itself.

Finally, a set of tools and a monitoring system were implemented to guide the execution of priority actions and ensure their progress.