Strategic and Organizational Transformation
at CEA

Client Context and Initial Challenge

The CEA (French Alternative Energies and Atomic Energy Commission) is undergoing a major evolution in its funding model, transitioning from public financing to diverse sources (European, Carnot). This transformation requires developing a more collaborative culture, breaking with researchers’ traditionally individualistic approach. The intervention spans multiple sites (Paris, Saclay, Grenoble-Minatec) and involves high-level researchers (PhD+5/7 years).

 

Mission Objectives

• Evolve from an individual expert culture to a collaborative one
• Support the transformation of researcher-manager roles
• Create a common culture despite organizational constraints (24/7 operations)

Methodology and Implementation Approach

• Progressive deployment since 2011, starting with laboratory heads and extending to various hierarchical levels up to the executive committee
• In-person co-development groups adapted to the specifics of different institutes and support functions
• Creation of neutral dialogue spaces outside power dynamics

Results and Measured Impact

• Resolution of complex strategic problems at management level
• Improved collaboration between research sectors, development of relational skills
• Widespread voluntary adoption of the approach
• Extension to other institutes and support functions

Key Learnings and Success Factors

• Need to adapt the approach according to populations (experts/support)
• Value of step-by-step progression (labs then management)
• Relevance of voluntary participation for participant engagement