Feedback from MACIF

Successful transformation of MACIF's Data team thanks to a Transition Manager

Testimony of Laurent Aucouturier, Head of Data Solutions & AI at MACIF

MACIF, a French mutual insurance group, called on the services of Infortive Transition to resolve a crisis within its data team.
Laurent Aucouturier, Head of Data Solutions & IA, shares his experience of this collaboration with Infortive Transition, as well as with the Transition Manager himself.

Why did you call on Infortive Transition? What was your problem?

I'm in charge of a department that manages IT Data at MACIF, within the Data Office. One of the five departments making up the department was in a difficult situation following the resignation of the manager in charge. So I was faced with the challenge of finding a manager who could quickly take charge of the situation.
I contacted a MACIF subsidiary that used interim managers and worked with Infortive. The positive feedback on their collaboration guided our choice. A meeting was arranged with Hajar Zine Eddine, the Managing Director of Infortive Transition, during which I explained our specific needs. Infortive has a rigorously structured process, and Hajar was able to present two highly relevant candidates, which was essential for our team in immediate need of experienced leadership.
Following the resignation of the original manager, who had three months' notice, it was crucial that the Transition Manager was integrated before his departure, to ensure an effective handover of knowledge and responsibilities. Surprisingly, only two to three weeks elapsed between the start of our search and the arrival of the interim manager. This speed even enabled us to release the former manager prematurely. I was particularly impressed by Infortive's responsiveness in providing solutions tailored to our situation.

What did you need?

Initially, we were looking for someone with an understanding of the world of data. We weren't necessarily looking for a technical expert in the field, but rather someone capable of:
‍- analyzing human issues within the team and proposing appropriate solutions
- re-motivating, giving back meaning, seeing who could be relied on to win
- identifying and addressing internal challenges, especially managing delicate situations, such as that of a team member in clear disagreement with the previous manager and likely to have a negative influence on group morale, as well as monitoring people on sick leave
- propose an action plan to enable the team to get back to work in serene conditions
- reaffirm the organization or propose a new one

How did the Transition Manager rise to the challenge? 

Jean-Joseph Henry began by drawing up a sociogram, an essential step in understanding team dynamics. This process involved individual meetings to establish a precise mapping of team members, identifying the different profiles: demotivated collaborators, driving forces, those who could be counted on and, finally, those who seemed solely motivated by their remuneration.
This in-depth analysis revealed that the team was excessively focused on reflection, whereas its fundamental mission was oriented towards operational action.
Jean-Joseph redefined the team's raison d'être, emphasizing that strategy definition was the responsibility of the Chief Data Officer, not of the team itself.
He proposed a breakdown of activities, making adjustments.
He drew on information from the sociogram and appointed new leaders who had not yet been revealed.
He re-established weekly ceremonies with the team, with a rigorous agenda, and worked actively with them on every aspect of their work. The aim was to re-establish an effective and committed work dynamic.

What was the concrete result?

Jean-Joseph successfully completed his mission. At his farewell party, he had prepared a speech that highlighted the value of teams and individuals. Many members of the team had, on their own and individually, thought of giving him a gift: proof of the working atmosphere and the bond he was able to create. The team was able to get down to work in good conditions, and he was able to pass on the torch to the new manager with 3 weeks' overlap. 

What did you think of Infortive's support process for finding the right person to work with your teams?

In my opinion, Infortive Transition's greatest strength lies in its consulting capacity. The two CVs presented were remarkably relevant. Discussions with Hajar about our needs, carefully detailed in a document, confirmed that what we were looking for had been perfectly understood and taken into account.
On receiving the CVs, I was struck by the strength of the profiles proposed. To manage an operational team in transition, candidates with significant experience as CIO or management controller, having had almost total responsibility for a company, seemed at first glance disproportionate. However, this approach turned out to be a wise one, given our starting point, which was far removed from our objectives. The contribution of a person with a wealth of experience, who was emotionally stable and had no personal stakes, was a considerable asset.

The AADR (average daily rate) is in line with the level of the proposed profile, and I'm particularly impressed by the efficiency of the intervention. The return on investment is good. The experience was extremely positive, thanks to the quality of service provided by Infortive.

Who would you recommend Infortive Transition's services to?

To MACIF, of course, but also to other mutual insurance companies and my professional network. I often find myself in contact with people facing situations similar to ours, but who don't necessarily consider using interim management. On the strength of my experience, I would highly recommend this solution, and in particular the partnership with Infortive.
If I had to rate this experience overall, I wouldn't hesitate to give it the maximum 5-star rating!