{"id":5142,"date":"2015-02-11T17:49:24","date_gmt":"2015-02-11T15:49:24","guid":{"rendered":"https:\/\/www.skills-alliance.com\/?p=5142"},"modified":"2021-10-12T10:36:16","modified_gmt":"2021-10-12T08:36:16","slug":"le-challenge-dune-restructuration-industrielle","status":"publish","type":"post","link":"https:\/\/www.skills-alliance.com\/fr\/le-challenge-dune-restructuration-industrielle\/","title":{"rendered":"Le challenge d’une restructuration industrielle"},"content":{"rendered":"\t\t
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Une restructuration, qui r\u00e9pond \u00e0 une situation de choc ou de d\u00e9tresse, est g\u00e9n\u00e9ralement le bilan d\u2019un \u00e9chec qui n\u2019a pas permis la conduite d\u2019une adaptation en continue.\u202fCela peut \u00eatre li\u00e9 aux ph\u00e9nom\u00e8nes suivants, pris individuellement ou cumul\u00e9s\u202f:<\/span>\u00a0<\/span><\/p>

\u00a0<\/span><\/p>

  • Perte de march\u00e9<\/span>\u00a0<\/span><\/li>
  • D\u00e9rive sociale<\/span>\u00a0<\/span><\/li><\/ul>
    • Perte de comp\u00e9titivit\u00e9<\/span>\u00a0<\/span><\/li>
    • Manque d\u2019anticipation<\/span>\u00a0<\/span><\/li>
    • Perte ou faiblesse du management<\/span>\u00a0<\/span><\/li>
    • Croissance mal maitris\u00e9e, externe ou interne<\/span>\u00a0<\/span><\/li><\/ul>

      \u00a0<\/span><\/p>

      Cet \u00e9chec \u00e0 \u00e9galement des responsables\u202f:\u00a0<\/span>\u00a0<\/span><\/p>

      \u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les actionnaires<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les dirigeants en place<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les partenaires sociaux, direction et syndicats<\/span>\u00a0<\/span><\/p>

      \u202f<\/span>\u00a0<\/span><\/p>

      Le besoin de restructuration vient en constat d\u2019une gestion pass\u00e9e d\u00e9faillante ou en anticipation d\u2019une crise. La priorit\u00e9 pour le responsable de la restructuration est d\u2019\u00e9tablir rapidement un diagnostic en tenant compte du secteur d\u2019activit\u00e9 et du type d\u2019entreprise, ainsi que d\u2019identifier les points faibles et les points forts\u202f:<\/span>\u00a0<\/span><\/p>

      \u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Savoir faire<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les march\u00e9s<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f La strat\u00e9gie<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les implantations<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les \u00e9quipes en place<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f Les relations sociales<\/span>\u00a0<\/span><\/p>

      -\u202f\u202f\u202f\u202f\u202f\u202f\u202f La situation financi\u00e8re<\/span>\u00a0<\/span><\/p>

      \u00a0<\/span><\/p>

      Il est \u00e9galement capital de bien comprendre l\u2019objectif, remise \u00e0 niveau pour garder ou vendre, fermeture, en sachant qu\u2019il faudra s\u2019adapter et que l\u2019objectif pourra \u00e9voluer suivant les difficult\u00e9s ou les opportunit\u00e9s qui apparaitront au cours du processus.<\/span>\u00a0<\/span><\/p>

      \u202f<\/span>\u00a0<\/span><\/p>

      Il faut conduire une vraie restructuration qui modifie en profondeur l\u2019entreprise, attention au risque de saupoudrage qui am\u00e9liore \u00e0 court terme mais ne change pas les fondamentaux.<\/span>\u00a0<\/span><\/p>

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      Les points essentiels qui devront \u00eatre surveill\u00e9s sont les suivants\u202f:\u00a0<\/h3>

      \u00a0<\/span><\/p>

      • Le cash<\/span><\/b>\u00a0<\/span><\/li>
      • Une seule strat\u00e9gie celle qui procure du cash<\/span>\u00a0<\/span><\/li>
      • Couper les \u00ab\u202fcash drain\u202f\u00bb<\/span>\u00a0<\/span><\/li><\/ul>
        • Mettre les organisations sous tension pour faire des \u00e9conomies<\/span>\u00a0<\/span><\/li>
        • Utiliser les outils, leasing, factoring, cession d\u2019actifs, d\u00e9lai de paiement, suivant les possibilit\u00e9s<\/span>\u00a0<\/span><\/li><\/ul>

          \u00a0<\/span><\/p>

          • La communication <\/span><\/b>est un \u00e9l\u00e9ment cl\u00e9, en particulier pour la pr\u00e9servation du cash, les fournisseurs, les clients, les financeurs, les salari\u00e9s doivent garder ou retrouver confiance.<\/span>\u00a0<\/span><\/li>
          • L\u2019\u00e9quipe<\/span><\/b>, il faudra identifier, impliquer et prot\u00e9ger les hommes cl\u00e9. Mais \u00e9galement \u00e9liminer les poids morts. Travailler sur la construction de l\u2019\u00e9quipe car elle va traverser des turbulences et certains auront tendance \u00e0 se tenir en retrait au lieu de s\u2019impliquer dans le redressement.<\/span>\u00a0<\/span><\/li><\/ul>

            \u00a0<\/span><\/p>

            • L\u2019environnement<\/span><\/b>\u00a0<\/span><\/li>
            • Sont indispensables, clients, fournisseurs, financiers<\/span>\u00a0<\/span><\/li>
            • Sont utiles, experts, juristes, RH, communicants<\/span>\u00a0<\/span><\/li>
            • Sont influents et \u00e0 risque, politiques et journalistes<\/span>\u00a0<\/span><\/li><\/ul>

              \u00a0<\/span><\/p>

              \u00ab\u202fLorsque les \u00e9lus, l\u2019\u00e9tat et, par voie de cons\u00e9quence les m\u00e9dias s\u2019en m\u00ealent, la mission devient un enjeu de pouvoir dont les salari\u00e9s ne sont plus que des figurants\u202f\u00bb<\/span><\/i>\u00a0<\/span><\/p>

              \u00a0<\/span><\/p>

              • Le social<\/span><\/b>\u00a0<\/span><\/li><\/ul>

                \u00a0<\/span><\/p>

                • Il faut construire une histoire qui dise la v\u00e9rit\u00e9, m\u00eame en plusieurs tranches, s\u2019il n\u2019est pas possible de tout r\u00e9v\u00e9ler dans un premier temps. Attention cette histoire ne sera g\u00e9n\u00e9ralement pas la premi\u00e8re et devra donc prendre compte du pass\u00e9.<\/span>\u00a0<\/span><\/li><\/ul>

                  \u00a0<\/span><\/p>

                  • Il faut \u00eatre conscient que les sources principales d\u2019\u00e9conomie, arr\u00eat des business non rentables, fermetures ou cessions, r\u00e9duction des structures, ont toutes un impact imm\u00e9diat sur le social, avec une acceptation des cons\u00e9quences, pertes d\u2019avantages, licenciements, qui devient de plus en plus difficile \u00e0 g\u00e9rer. C\u2019est-\u00e0-dire un risque fort de proc\u00e9dures juridiques, de mouvements sociaux. Ces mesures pourtant indispensables ont un co\u00fbt \u00e9lev\u00e9 mais une rentabilit\u00e9 financi\u00e8re certaine et relativement rapide.<\/span>\u00a0<\/span><\/li><\/ul>

                    \u00a0<\/span><\/p>

                    \u202fIl faut, pour le manageur en charge, \u00eatre conscient du risque fort de conflit avec l\u2019actionnaire, les responsables en place, les partenaires (clients, fournisseurs), pendant la restructuration. Conflit qui portera sur les objectifs courts termes, les co\u00fbts, la vitesse de r\u00e9alisation, dans ce but il est indispensable de prot\u00e9ger son \u00e9quipe et de se prot\u00e9ger, en particulier en anticipant sur les cons\u00e9quences juridiques de la restructuration.<\/span>\u00a0<\/span><\/p>

                    \u00a0<\/span><\/p>

                    En conclusion il faut retenir qu\u2019une restructuration n\u2019est pas obligatoirement une fin mais le d\u00e9but d\u2019une nouvelle phase de l\u2019entreprise, que c\u2019est une p\u00e9riode qui met \u00e0 l\u2019\u00e9preuve les capacit\u00e9s manag\u00e9riales du responsable et qui n\u00e9cessite\u202f:<\/span>\u00a0<\/span><\/p>

                    \u00a0<\/span><\/p>

                    • Bon sens<\/span>\u00a0<\/span><\/li>
                    • Souplesse<\/span>\u00a0<\/span><\/li><\/ul>
                      • Capacit\u00e9 \u00e0 \u00e9voluer dans un milieu mouvant et incertain<\/span>\u00a0<\/span><\/li>
                      • Cr\u00e9ativit\u00e9<\/span>\u00a0<\/span><\/li>
                      • Courage<\/span>\u00a0<\/span><\/li><\/ul>

                        \u00a0<\/span><\/p>

                        \u00ab\u202fComme les hommes, les entreprises sont mortelles\u2026\u2026si bon nombre des entreprises qui tr\u00e9buchent ne parviennent pas \u00e0 se relever, il serait faux de croire qu\u2019une soci\u00e9t\u00e9 en d\u00e9clin est incapable d\u2019inverser la tendance, s\u2019il n\u2019existe pas de recette unique pour sauver un groupe au bord du gouffre, les exemples de succ\u00e8s ont souvent des caract\u00e9ristiques communes\u2026\u202f\u00bb\u00a0<\/span><\/i>\u00a0<\/span><\/p>

                        \u00a0<\/span><\/p>

                        \u00ab\u2026\u202fLa plupart ont d\u2019abord eu le courage de faire des choix drastiques. La clef \u00e9tant d\u2019accepter de maigrir et de se recentrer tr\u00e8s rapidement sur ses forces, disposer d\u2019actifs valorisables et faciles \u00e0 c\u00e9der, est un atout majeur.\u202f\u00bb\u00a0<\/span><\/i>\u00a0<\/span><\/p>

                        \u00ab\u202fLe management joue enfin un r\u00f4le clef\u2026\u202f\u202f\u00bb<\/span><\/i><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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                        Une restructuration, qui r\u00e9pond \u00e0 une situation de choc ou de d\u00e9tresse, est g\u00e9n\u00e9ralement le bilan d\u2019un \u00e9chec qui n\u2019a pas permis la conduite d\u2019une adaptation en continue.\u202fCela peut \u00eatre li\u00e9 aux ph\u00e9nom\u00e8nes suivants, pris individuellement ou cumul\u00e9s\u202f:  Perte de march\u00e9  D\u00e9rive sociale  Perte de comp\u00e9titivit\u00e9  Manque d\u2019anticipation  Perte ou faiblesse du management  Croissance mal…<\/p>\n","protected":false},"author":8,"featured_media":5609,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[173],"tags":[],"class_list":["post-5142","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-temoignages-d-experts"],"yoast_head":"\nLe challenge d'une restructuration industrielle - Skills-Alliance<\/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:\/\/www.skills-alliance.com\/fr\/le-challenge-dune-restructuration-industrielle\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le challenge d'une restructuration industrielle - 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