Executive Summary in English

Beyond ‘transformations’: Reinventing Our Organizations? A Journey Through 5 Case Studies in Rhône-Alpes

This second CIME Travel Notebook shares the main takeaways from a learning expedition organized by CIME in November 2023 in France, visiting five companies in the Auvergne-Rhône-Alpes region, on the theme of “reinventing the enterprise.”

While it is in the nature of every company to constantly adapt in response to changes in its markets, clients, and societal expectations, we—along with many others—believe that companies are now facing the need to transform themselves in a more radical and accelerated way. We are convinced that the models of many professions and markets are currently being reinvented far more drastically than in the past.

This observation, often made in the context of large corporations, also applies to SMEs and mid-sized enterprises.

Our learning expedition led us to explore a luxury group’s textile subsidiary, two SMEs, and two organizations from the social and solidarity sector.

Although not all companies reinvent themselves in the same way or at the same pace, the reflections and narratives shared by the leaders of the organizations we visited revealed different visions of what “reinvention” means and how they are attempting to implement it. The detailed summaries of each visit, presented in Chapter 1, show just how contrasting these strategies can be.

However, a cross-analysis of the material gathered revealed seven common themes among these very different companies that have embarked on a reinvention journey, presented in Chapter 2:

1. Transformations are framed with unity and coherence, through a clear narrative of reinvention.

2. The story is embodied by a leader who is part of the company’s journey, not just the one telling it.

3. Clarity and acceptance of environmental shifts as a foundation for strategic vision.

4. A posture of doubt and humility, offering an alternative form of leadership.

5. Awareness of the need for managerial transformation, especially in how relationships are managed within and beyond the organization.

6. A sense of uniqueness, with the capacity to break boundaries and challenge established norms.

7. And finally, a shared will to “bring something meaningful”—an impact rooted in the organization’s purpose or discovered along the way, one that is genuinely inspiring.

These are all valuable avenues for reflection and action for companies seeking to reinvent themselves.

In conclusion, we include reflections from several participants in this learning expedition, who share the insights it inspired for their own professional practice. A collective questioning guide used during the company visits is provided in the appendix and may serve as inspiration for any future “explorer” of organizational reinvention.