Caroline Cidère (Amplitude): “Corporate culture acts as a…

To achieve their objectives, business transformations must integrate profound changes in management methods and corporate culture. Caroline Cidère, associate executive director of Amplitude, discusses these aspects that have become fundamental for the sustainability of organizations.

HR decision-makers. Why are business transformations today inseparable from cultural and managerial transformations?

Caroline Cidère. THE Cultural and managerial transformations are no longer separate HR subjects: they are directly linked to the performance of the company. Today, organizations operate in an unstable environment, accelerated by technological innovations, new employee expectations and economic pressure. In this context, the ability to adapt quickly becomes a major competitive advantage.

However, this agility relies above all on culture and managerial practices. An organization that does not change its operating methods runs the risk of slowing down its decision-making, disengaging its teams and, ultimately, compromising its results.

What are the main pitfalls that companies encounter during these transformations?

 

The first lies in the gap between strategic ambitions and realities on the ground. Companies want to be more agile, more innovative, more customer-oriented… But they sometimes continue to operate according to managerial models based on control, verticality or the search for certainty. Managers and employees then find themselves faced with paradoxical injunctions: innovate while limiting risks, move quickly while ensuring security, be autonomous while constantly postponing. This lack of alignment generates confusion, fatigue and a loss of meaning, which directly hinder collective performance.

“A unclear or inconsistent culture creates friction and slows down the organization…

How does corporate culture become a strategic lever?

 

Corporate culture acts as an invisible system that guides daily behavior. When it is clear, shared and embodied, it accelerates decision-making, streamlines collaboration and strengthens commitment. Conversely, a vague or incoherent culture creates friction and slows down the organization.

Supporting a cultural transformation does not just mean defining values: it means translating them into concrete, observable behaviors aligned with business objectives. It is this link between culture and action that makes it possible to generate a real impact on performance.

What is the role of management in these transformations?

 

The manager has become a pillar of transformations: he embodies cultural developments and must create the conditions for sustainable performance: giving meaning, supporting individuals, promoting cooperation and managing uncertainty.

This requires developing new skills: being open to change and developing self-management, supporting employees individually, managing emotions and resistance, adopting a systemic vision and promoting co-responsibility. This is a major change in posture, which requires specific support.

How can we concretely support these transformations in organizations?

 

It is essential to adopt a comprehensive and progressive approach. At Amplitude, we work on several complementary levers: clarifying the vision and business issues, translating culture into concrete behaviors, involving teams at all levels, creating spaces for experimentation, and developing shared leadership.

Can you share an example of support?

 

We helped a company transform its managerial practices to better meet its performance and commitment challenges. The work began with the executive committee and the codir to align the vision and define managerial values ​​translated into concrete behaviors. These elements were then deployed to managers and teams, with systems adapted to each level.

We have also integrated approaches from neuroscience and questioning to help everyone take a step back and better understand the mechanisms of resistance to change. The objective was clear: to fundamentally evolve practices to support the company’s strategy.

What are the key skills to develop to succeed in these transformations?

 

Four skills seem particularly essential to me: self-knowledge, the ability to engage teams over time, relational agility and finally systemic reading, in order to understand and anticipate the impacts of decisions.

Develop a growth mindset – Le Growth Mindset inspired by Carole Dweck– is the essence of success: accepting not to master everything, learning continuously and transforming mistakes into perspectives to explore.

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