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La veille au service de la réflexion prospective

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  • Marie-Christine Chalus-Sauvannet

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

Abstract

Marie-Christine Chalus-Sauvannet Maitre de conférences en sciences de gestion/HDR IAE de Lyon-Université Lyon 3 Membre du centre de recherche MAGELLAN mc.chalus-sauvannet@univ-lyon3.fr La veille et la prospective assume l'une est l'autre le même objectif « anticiper l'avenir pour servir l'action ». (Lesourne et Stoffaës, 1997, p. 14). Pour survivre et se développer dans un contexte économique de plus en plus incertain, la recherche des informations d'anticipation par le biais d'un dispositif de veille permet d'alimenter le processus de réflexion stratégique des dirigeants en leur offrant un moyen de transformer les menaces en opportunités (Audet, 2003) et ainsi de leur offrir une gestion stratégique de l'information au service de leur vision prospective. Si la gestion stratégique de l'information devient progressivement un des moteurs de la performance globale des entreprises et si le processus de mondialisation des marchés contraint celles-ci à s'adapter aux équilibres nouveaux, voire ses déséquilibres, alors, la conduite de stratégies « éclairées » reposerait largement sur la capacité des entreprises à capter, traiter et analyser les données environnementales. Depuis la fin du XXème siècle, l'ouverture de l'environnement économique des entreprises augmente l'instabilité des PME. L'enjeu est désormais souvent mondial, ce qui accroît le niveau de difficulté de la perception de l'environnement dans lequel agit l'entreprise. Cette globalisation s'est doublé de l'apparition d'un système d'information et de communication rapide et international (l'ère du numérique) et estompant progressivement les frontières matérielles. L'accès à des nouveaux marchés est possible mais la complexité et la dimension de l'environnement à prendre en compte est une source d'incertitudes et de risques qui peut freiner des développements potentiels. Il semblerait néanmoins que ces évolutions ne soient pas une fatalité pour les entreprises et encore moins pour les PME souvent plus agiles. L'objet de cette communication est de s'interroger sur l'intégration de la veille au coeur même de l'organisation et d'en mesurer les effets attendus par l'entreprise, et notamment comment envisager ses futurs. Nous considérons, en effet, qu'il s'agit d'une stratégie par laquelle l'entreprise vise à comprendre et à anticiper les évolutions de son environnement. Lors de ce parcours, qui associe des changements portant sur la stratégie, les processus, les structures et les techniques, l'entreprise s'efforce de mieux s'organiser autour du principe de vigilance environnementale au sens le plus large. Pour introduire cette recherche, nous procéderons en trois temps : après un positionnement des concepts retenus (1), nous présenterons notre méthodologie de recherche (2), afin d'exposer les résultats obtenus qui permettront d'alimenter la discussion (3).

Suggested Citation

  • Marie-Christine Chalus-Sauvannet, 2015. "La veille au service de la réflexion prospective," Post-Print halshs-01231235, HAL.
    • Handle: RePEc:hal:journl:halshs-01231235
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-01231235
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    References listed on IDEAS

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    1. N. Lesca & M.-L. Caron-Fasan, 2008. "Strategic Scanning Project Failure and Abandonment Factors: Lessons Learned," Post-Print halshs-00365164, HAL.
    2. Schein, Edgar H., 1983. "The role of the founder in the creation of organizational culture," Working papers 1407-83., Massachusetts Institute of Technology (MIT), Sloan School of Management.
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    Veille; prospective; management;
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