{"id":3142,"date":"2025-09-13T19:28:20","date_gmt":"2025-09-13T11:28:20","guid":{"rendered":"https:\/\/moresourcing.com\/leaders-at-all-levels-how-bayer-simplified-to-unleash-innovation\/"},"modified":"2025-09-13T19:28:20","modified_gmt":"2025-09-13T11:28:20","slug":"leaders-at-all-levels-how-bayer-simplified-to-unleash-innovation","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/fr\/leaders-at-all-levels-how-bayer-simplified-to-unleash-innovation\/","title":{"rendered":"Comment Bayer a simplifi\u00e9 pour lib\u00e9rer l'innovation"},"content":{"rendered":"<p><\/p>\n<div>\n<p>Que s'est-il pass\u00e9 lorsque le g\u00e9ant pharmaceutique Bayer a radicalement simplifi\u00e9 sa structure de gestion et donn\u00e9 aux \u00e9quipes les moyens de lancer de nouvelles id\u00e9es ? Pour ne citer qu'un exemple, une \u00e9quipe produit de Bayer a mis sur le march\u00e9 un m\u00e9dicament d'une valeur d'un milliard de dollars un an plus t\u00f4t que d'habitude.<\/p>\n<p>Dans cet \u00e9pisode de <cite>Dirigeants \u00e0 tous les niveaux<\/cite>D\u00e9couvrez comment cette entreprise de 90 000 employ\u00e9s a transform\u00e9 sa culture, marqu\u00e9e par la hi\u00e9rarchie et la bureaucratie, en une culture que le principal catalyseur Michael Lurie appelle \"Dynamic Shared Ownership\" (propri\u00e9t\u00e9 partag\u00e9e dynamique), un mod\u00e8le dans lequel des milliers d'\u00e9quipes d'entrepreneurs fonctionnent comme des start-ups internes autog\u00e9r\u00e9es. Lorsque le mod\u00e8le DSO a \u00e9t\u00e9 mis en \u0153uvre, le nombre de niveaux de gestion est pass\u00e9 de 13 \u00e0 3 dans certains domaines. L'entreprise a \u00e9galement abandonn\u00e9 les budgets annuels au profit de transferts dynamiques de ressources vers les \u00e9quipes qui cr\u00e9ent le plus de valeur.<\/p>\n<p>Parmi les conseils de M. Lurie \u00e0 l'intention des autres dirigeants qui souhaitent donner plus de pouvoir aux \u00e9quipes de l'organisation :<\/p>\n<ul>\n<li>Cr\u00e9er une vision ambitieuse qui trouve un \u00e9cho suffisant aupr\u00e8s des gens pour justifier l'effort de changement.<\/li>\n<li>Donner aux \u00e9quipes un v\u00e9ritable pouvoir. Les \u00e9quipes de Bayer fonctionnent selon des cycles de 90 jours ax\u00e9s sur les r\u00e9sultats et non sur les indicateurs cl\u00e9s de performance.<\/li>\n<li>Transformer les dirigeants en ce que Bayer appelle des VACC : des visionnaires, des architectes, des catalyseurs et des coachs, qui permettent aux employ\u00e9s de s'\u00e9panouir plut\u00f4t que de les contr\u00f4ler.<\/li>\n<\/ul>\n<p>Plus important encore, sugg\u00e8re Lurie, les dirigeants doivent reconna\u00eetre les employ\u00e9s comme des \"adultes \u00e0 part enti\u00e8re\" \u00e0 qui l'on peut faire confiance pour concevoir leur propre avenir. Lors de la restructuration de l'unit\u00e9 de R&amp;D en sciences v\u00e9g\u00e9tales de Bayer, par exemple, il ne s'est pas content\u00e9 de r\u00e9duire le nombre de cadres d'environ 150 \u00e0 25 - les diff\u00e9rentes \u00e9quipes au sein de l'unit\u00e9 ont cocr\u00e9\u00e9 une m\u00e9thode de travail interfonctionnelle ax\u00e9e sur le client et le produit.<\/p>\n<p>\"Vous avez probablement plus de libert\u00e9 que vous ne le pensez\", affirme M. Lurie. Commencez \u00e0 exp\u00e9rimenter au sein de votre \u00e9quipe et concentrez-vous sur la cr\u00e9ation de valeur pour les clients.<\/p>\n<p>Les animateurs Kate W. Isaacs et Michele Zanini expliquent comment M. Lurie et d'autres dirigeants de Bayer ont amen\u00e9 les employ\u00e9s \u00e0 se concentrer sur la cr\u00e9ation de valeur et l'innovation plut\u00f4t que sur ce que leur patron attend d'eux.<\/p>\n<h5>Cr\u00e9dits vid\u00e9o<\/h5>\n<p><strong>Michael Lurie<\/strong> est le catalyseur en chef de Bayer AG.<\/p>\n<p><strong>Kate W. Isaacs<\/strong> est ma\u00eetre de conf\u00e9rences \u00e0 la Sloan School of Management du MIT.<\/p>\n<p><strong>Michele Zanini<\/strong> est le directeur du MLab et coauteur de l'ouvrage <cite>Wall Street Journal<\/cite> best-seller <cite>Humanocratie<\/cite> (Harvard Business Review Press, 2020).<\/p>\n<p><strong>M. Shawn Read<\/strong> est le r\u00e9dacteur multim\u00e9dia de <cite>MIT Sloan Management Review<\/cite>.<\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside><\/div>\n<p>#Bayer #Simplifi\u00e9 #Unleash #Innovation<\/p>","protected":false},"excerpt":{"rendered":"<p>Que s'est-il pass\u00e9 lorsque le g\u00e9ant pharmaceutique Bayer a radicalement simplifi\u00e9 sa structure de gestion et donn\u00e9 aux \u00e9quipes les moyens de lancer de nouvelles id\u00e9es ? Pour ne citer qu'un exemple, une \u00e9quipe de Bayer a mis sur le march\u00e9 un m\u00e9dicament d'une valeur d'un milliard de dollars un an plus t\u00f4t que d'habitude. Dans cet \u00e9pisode de Leaders \u00e0 tous les niveaux, d\u00e9couvrez comment cette entreprise de 90 000 employ\u00e9s a transform\u00e9 sa [...]<\/p>","protected":false},"author":1,"featured_media":3143,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-3142","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How Bayer Simplified to Unleash Innovation - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/fr\/leaders-at-all-levels-how-bayer-simplified-to-unleash-innovation\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Bayer Simplified to Unleash Innovation\" \/>\n<meta property=\"og:description\" content=\"What happened when pharma giant Bayer radically simplified its management structure and empowered teams to run with new ideas? 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