{"id":27581,"date":"2024-08-30T10:15:58","date_gmt":"2024-08-30T09:15:58","guid":{"rendered":"https:\/\/www.talenco.com\/feed?post_id=27581"},"modified":"2026-10-26T17:27:55","modified_gmt":"2026-10-26T16:27:55","slug":"industry-transformation-leadership-alignment-strategic-interview-michelin","status":"publish","type":"post","link":"https:\/\/www.talenco.com\/en\/publications\/articles-interviews\/industrie-transformations-leadership-alignement-strategique-interview-michelin\/","title":{"rendered":"[Interview] Industrie : alignement strat\u00e9gique et leadership, piliers des transformations chez Michelin"},"content":{"rendered":"

We conclude our interviews with decision-makers on the strategic priorities of companies and their transformation challenges in uncertainty<\/strong>\u00a0with Mauricio Manzano Podversich<\/a>, Director of Progress and Transformations at Michelin, who reveals the pillars of change in service of the group\u2019s ambitious growth.<\/p>\n\n\n\n

On the CAC 40,\u00a0Michelin<\/a> Michelin is a global leader in tire manufacturing and a pioneer in materials science for more than 130 years. Beyond its headquarters in Clermont-Ferrand, the group employs 130,000 people with industrial operations in 18 countries. In 2021, Michelin launched its transformation plan \u00abMichelin in Motion<\/a>\u00bb which defines the group\u2019s sustainable growth strategy for the 2030 horizon.<\/em><\/p>\n\n\n\n

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Mauricio Manzano Podversich, Director of Progress and Transformation at Michelin<\/figcaption><\/figure>\n\n\n\n
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10 testimonies from leaders<\/p>\n\n\n

What levers of transformation in the uncertainty?<\/h3>\n\n\n
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Download<\/a><\/div>\n\n<\/div>\n\n<\/div>\n\n\n\n

How do you identify the major challenges that Michelin must face in a turbulent context?<\/h2>\n\n\n\n

Mr. M.M.P.<\/b> In this context, one of the first axes of transformation was to we open outwards, what is called \u00ab awareness<\/em> \u00bb in our leadership model<\/b>. This translates into an openness to the rest of the world, both within Michelin and beyond it through partnerships with other companies and organizations.<\/p>\n\n\n\n

This helps us to grasp the complexity of all this environment that surrounds us and to develop collective intelligence.<\/p>\n\n\n\n

It is through these the opening process<\/strong> that we have seen the priorities emerge that are ours and that contribute to the building of our Dream for<\/b> Michelin in 2050: an innovation leader that will have had a significant impact on humanity<\/b>.<\/p>\n\n\n\n

Through a a large-scale co-construction process,<\/strong> On a scale of all the employees of the group, which has even been extended to customers or close friends invited to participate in this process, we have brought to the fore the 4 major boundaries of our \u00abdream\u00bb.<\/p>\n\n\n\n

This key aspect of our approach enabled our executive committee, in the end, to make a synthesis. Feeding the strategy<\/strong>.<\/p>\n\n\n\n

What are the main challenges you have identified and those that you have chosen to prioritize?<\/h2>\n\n\n\n

Mr. M.M.P. <\/b>The four borders of our \u00abdream\u00bb, which emerged from the overall process of co-construction, provide the issues and the broad perspectives that revolve around many things. the human aspect<\/strong>.<\/p>\n\n\n\n

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  1. \u00abWe will all have the same chance of having a job that we love.<\/li>\n\n\n
  2. \u00abEveryone will live healthier and longer.\u00bb.<\/li>\n\n\n
  3. \u00abHuman activity will reverse the course of global warming.\u00bb That\u2019s quite ambitious!<\/li>\n\n\n
  4. \u00abEverything that will be produced will be recycled endlessly.<\/li>\n\n<\/ol>\n\n\n\n

    Today, All our concrete actions are linked to one of these four \u00abdream frontiers\u00bb<\/b> which are very strong sources of inspiration.<\/p>\n\n\n\n

    The whole approach around our tires that use durable materials, the positions taken by the company regarding a decent universal wage\u2026 these are examples that fit into this perspective.<\/p>\n\n\n\n

    Could you give an example of a transformation implemented at Michelin?<\/h2>\n\n\n\n

    Mr. M.M.P. <\/b>Among the 6 major priority transformations, I can mention one ongoing transformation that we call \u00abIM Michelin\u00bb (Michelin In Motion<\/strong>In this transformation, there are two major pillars:<\/p>\n\n\n\n