Managing complex industrial change through projects

Clément Perotti (1, 2) , Stéphanie Minel (1) , Roussel Benoit (2) , Renaud Jean (3)

1 ESTIA INSTITUTE OF TECHNOLOGY
2 ERPI - Equipe de Recherche sur les Processus Innovatifs
3 LGeco - Laboratoire de Génie de la Conception

This paper proposes some elements showing that project is an appropriate way to manage organizational change, and that an individual change occurs during these phases. We suggest that project team should manage individual change in the framework of project for three main reasons. First, being at the crossroad of strategic and operational levels, project team is in the right position in organisation to "translate" organizational change to individuals, and vice-versa. Second, each change being unique, organisational actors belonging to project team have the greatest knowledge of both organizational and individual aspects of change. Third, resistance to change being a threat to project goals achievement, individual change management could be seen as a way to secure project success.

Domaines: Autre

Clément Perotti, Stéphanie Minel, Roussel Benoit, Renaud Jean. Managing complex industrial change through projects. IDMME, ISBN 978-2-8178-0168-1, Oct 2010, Bordeaux, France. pp.USB. ⟨hal-00738110⟩