Our experience of French corporate culture shows that it is deeply reliant on a hierarchical and organizational vision of the firm. The organization chart comes first; people who are supposed to fill in the positions come second. However, after a while, the organization chart is modified in order to match job descriptions with people's personalities and competences.

Attempts to transform organizations and conduct change made in this frame of mind impair any beneficial consequences expected to result from change. Instead, ASK focuses on the development of effective processes. Members of staff are positioned according to required competences, and an update of the organization chart follows.

Similarly, as far as the evolution of business processes through time is concerned, the necessary adaptation of resources, competences, and Information T echnology systems becomes a key factor underpinning a successful development.

For instance, Information Technology departments see the emergence of new functions such as project coordinator assistance and client services, thus making deep changes necessary. Some of those changes include a review of required qualifications, the monitoring of change, and a medium-term choice between in- and out-sourcing.

Through workgroups, ASK's interventions aim to put actors in control and give them the keys to efficiently manage their processes. These cross-hierarchical interconnectivities inside the organization help unite teams towards a common objective and break vertical compartmentalization.