Monique Leroux faced a chaos situation when she took over the president position of Desjardins Group in 2001. The big change in 2011 was the merger of the 11 federations into one. The transformation process is not easy, especially these 11 federations with their caisses were legally work independently. It’s a complicated job, and it becomes much more difficult when managers are trying to get people change the old working ways and to work together toward a new corporate goal. Before lunch the change campaign, Leroux assessed the existing level of agreement in Desjardins along two critical dimensions: Agreement and Certainty. The previous organizations structure allowed each subsidiary had independent infrastructures, applications, governance, procedures, working conditions and cultures, resulting a competitor relationship in Desjardins. While of course employees there share a modicum of consensus on either dimension of agreement. Desjardins’ employees fell into the lower-left quadrant in The Agreement Matrix.
Power tools can be effective in lower-agreement corporation. To ensure the transformation process going through, Leroux reconstructed organizational structure by consolidating functions and eliminating duplication than selected a new leadership team in which members share the same values. Negotiation and strategic planning are another two practical methods work well in this situation. In face to the unexpected global financial crisis, Desjardins settled two main objectives: stabilize the organization’s financial situation in light of the crisis and simultaneously create the strategic plans for the future. Accomplishment of the strategic plan by balancing centralized structures with local empowerment, training and team-building, and establishing separate groups outside the cooperative structure, Desjardins lingered well from the lower-left corner to the