LE RÔLE DE LA CONDUITE DU CHANGEMENT DANS LE SUCCÈS D'UN « ERP » À AIR FRANCE

An interesting case: a big firm that, it is said, succeeds where others have failed. What reasons underlie this success? The phases are analyzed whereby Air France implemented an Enterprise Resource Planning program, with its implications for a through transformation of operations and managerial tools. Everything depended on how the change was conducted. If the right analysis was not made of the impact of future organizational changes, or if the right price was not set on the phase of analyzing future users' needs, the efforts of all parties involved--and the company's investment--would come to naught. Might the chain of learning be endless? Might it not be necessary to train the persons who train others?