SACEM - Training for managers
Support the “Sacem 2020” project
Sacem, a non-profit making company of authors founded in 1851, developed a project called “Sacem 2020” in 2012 which was designed to make Sacem the European leader of authors’ associations in the digital age.
To enable the 170 Sacem top managers to drive the changes required for this transformation, 3 areas of skill development have been defined:
- Support the changes and strategic challenges
- Mobilise and involve the teams in the new projects and changes
- Initiate and manage new ways of collaborative and project work
Why this programme?
In a context of permanent change and the uncertain environment of the music sector with the rise of digital and internationalisation related issues, Sacem managers, especially senior management (managers of managers) , must be capable of strategic analysis and supporting the changes and the challenges the company faces.
They must adapt to be able to face multiple difficulties, and be capable of mobilising all their teams quickly to follow developments and company strategy. They face managerial functions when leading their own teams, questions of business expertise and also the necessity of anticipating changes in the environment, and increasingly the management of large cross-functional projects (collaborative work).
In Feb 2015, the pilot class for the management training was launched.
- Understand the strategic challenges of the Sacem project
- Develop vision and understanding of the role of manager
- Develop leadership to motivate teams
- Acquire entrepreneurial methods and attitude
- Strengthen team work and dynamics
6 classes of approx. 25 participants, mostly managers of managers.
The programme is composed of 2 modules of 3 and 2 days, and is completed with 3 co-development workshops to consolidate the new practices.
In addition, inter-class events will be organised during the programme (openings, recordings of works or radio programmes, uploading productions, participation in a rehearsal/work session.
“ESCP presented a customised programme which met our educational goals and incorporated new approaches to management using creative and innovative techniques related to music and the arts: our core activity.
We are delighted with this programme, which was very well received by all our managers. It raises questions, but each participant emerged with great satisfaction. While some concepts are quickly transferable to daily operations, others have to be "digested" gradually.
This immersion in the heart of creation is a unique experience, particularly in terms of group dynamics, and also far from traditional teaching methods.
As a participant in the pilot class, I came out with the feeling of having had an enriching human experience that raises awareness of how creativity provides openness which is precious in todays organisations. ”
Fabienne GESTIN, HR Deputy Manager, SACEM
What participants said?
“I found this very interesting as it was deep, focusing on the group, collective work.”
“A real and sincere questioning of my skills and my knowledge was waiting for me during this training course.”
“It definitely gave me the elements that will enable me to cope better in difficult situations at work.”
“During these three days of training, I was able to see it was profitable and efficient to step back and think in order to really understand a given situation.”
“We are definitely outside our comfort zone in the training because we constantly question ourselves.”
“What have we learnt in this module? The courage to stop, the courage to demolish what was there before and start over.”
“From the moment a manager no longer takes risk they are not creating value for the business anymore.”
Entrepreneur: the art of subversion?
Not a day goes by without an event or an article in the press about entrepreneurs changing the world, and we’re not just talking about makeshift set-ups in someone’s basement. The entrepreneurs who have radically changed the world have always disturbed status quos. Steve Jobs, Peter Thiel or even Mark Zuckerberg have all developed subversive practices, resulting in very hostile reactions from the accepted systems, at least at the beginning. The question is how to teach this subversive approach in executive training courses and degree programmes in entrepreneurship?
Scientific Director of the Entrepreneurship Chair