Evolution of the management model for a public establishment facing market liberalization
Situation and challenges
On the one hand, facing the opening up of its historical market to competition, and on the other, determined to expand into new markets, this public industrial and commercial establishment must radically evolve its management model:
- Creation of private law subsidiaries, in France and internationally,
- Requirements for return on invested capital,
- Development of new skills in new social environments,
- While respecting public service obligations in its historical areas,
What should be the role of the head of the group thus created: portfolio holding company, industrial shareholder, or operationally integrated group?
How to reconcile public service mission and competitive activities?
How to ensure organizational efficiency and guarantee the group's economic sustainability?
These were the challenges and questions to be addressed.
Key achievements
The project aimed to propose:
- The core corporate functions to be exercised by the head of the new group
- The chosen management model, i.e., the role of the headquarters vis-à-vis the subsidiaries and the EPIC, and the resulting implications in terms of
- Steering functions
- Shared strategic expertise
- Transactional shared service centers
- Activities under the full responsibility of the business units
- Steering functions
- The corresponding target organizations and staffing levels
- The pathways to achieve the target