Dare responsibility and freedom

MAKING THE VISION 2026 A REALITY ACROSS THE WORLD

The Decathlon Vision 2026 has been in development since 2015. It contains five pillars that were chosen in 2016 through an innovative collaborative process involving 38,000 teammates and partners from outside the company.

The Vision has now been rolled out in over 40 countries. It features five causes that were chosen with input from local players and ensures that every country can adapt the action plans in line with the priorities that matter to them.

CREATING A FRAMEWORK OF ACTION FOR EACH ROLE

At Decathlon, our teammates are the heart and soul of our organisation. Creating a role-based organisational structure has helped us put our focus on empowering our teammates to take their own decisions. This autonomy, promoted in every country where Decathlon operates, is a driver for subsidiarity, the ability to coordinate and lead a project at the level where the value is actually being created.

Roles are divided into four main categories: Leaders, who are responsible for making the project a success, Resource Teammates, who are assigned their own tasks, Coaches, who support the personal development of one or more teammates, and Specialists, who are recognised experts in their field.

TRANSPARENT COMMUNICATIONS TO HELP EMPLOYEES TAKE OWNERSHIP OF THEIR CAREER PATHS

The transparency project that came out of the Vision 2026 promotes better communication, especially when it comes to personal career plans and skills. At any time, any employee should be able to view available opportunities and projects and identify specialists who can help them acquire new skills.

The platform is built on a three-part system that promotes internal mobility, knowledge and project sharing. It puts teammates in contact with one another according to their skills, talents and aspirations.

GOING ON STAGE TO RAISE AWARENESS AND EXPLORE THE TRANSFORMATION OF THE COMPANY HAS CHANGED: "AND WHY NOT?"

Meeting with Jean-Sébastien Tronchon, "Englos en Bleu et Vert" Project Leader, and Hervé Nieuwjaer, In-house Communications Project Manager.

35 show dates in France

Reaching 4,000 teammates across the country

How did you come up with the idea for "And Why Not?"

With the opening up of the company and the development of the Vision 2026, new momentum was unleashed at every level of the business and with the involvement of 38,000 teammates. When Decathlon was founded we had only 100 employees! This sweeping change gave rise to many different reactions from employees, and we witnessed that.
Outside of work, we are big theatre fans. We know that humour and satire can be used to convey almost any message.

What are you looking to communicate?

Our main aim with the show was to foster a shared sense of purpose around the plan for France that came out of the Vision 2026. Although there are 38,000 of us, we can all learn to take risks again, and assume more responsibility. Recommitting to this goal has helped us understand the new role-based managerial structure, inspired us to fully engage with the "Do what I Love” cause, and given us the confidence to speak our minds and clear up misunderstandings.

How was it received by your fellow teammates?

Very well! Talking about corporate culture and managerial changes is something that impacts everyone, and it gives people a chance to express their opinion. We also touch on the broader changes that are taking place in society: older teammates can talk about what they don't understand, younger ones about what they hope to see in the future, and so on. That opens up a space for discussion on some unexpected topics.

"And why not ?"