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ENGIE’s GEM business unit: Towards a new way of working

Subject

Economics, Strategy and Entrepreneurship

Authors / Editors

Birkinshaw J;Mark K

Biographies

Julian Birkinshaw

Publication Year

2019

Abstract

The case is set in early 2019. Edouard Neviaski is CEO of the Global Energy Markets (GEM) division of Engie, a very large French energy company. He has been pushing a major programme of change over the previous three years and is considering the next steps: how to maintain momentum, what additional initiatives to pursue and whether to encourage other parts of Engie to apply a similar approach in their divisions. The case provides a lot of detail on the internal organisational changes in GEM from 2016-2019. In particular, it focuses on how some parts of GEM adopted ‘holacracy’ – a self-organising system in which individual teams take full responsibility for defining their own work and how it fits with others. The case also provides a lot of detail on the broader cultural change and the high levels of investment in professional training around new techniques and concepts.

LBS Case Number

S-19-012

Publication Notes

https://publishing.london.edu/cases/engie/

Available on ECCH

No


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