Participatory management, the vision of the company LEROY MERLIN

At LEROY MERLIN,the values of trust, respect, autonomy and well-being in business make sense through participatory management. They are affirmed thanks to the employees who take part in the brand’s Corporate Vision project. This co-construction aims to see the company in the long term in a collaborative way. From 10 years to 10 years, the projects become a reality and define the future of the latter. Thus, the voice of each employee counts in the entrepreneurial adventure. A wealth that places LEROY MERLIN as a company that listens and open. It thus has a real vision of its market, and of its employees in the field. The future is built in a transparent way through complementary and just thoughts.

Adapted participatory management after the health crisis

In the book Rethinking corporate culture after the Covid-19 crisis, by Soufyane Frimousse and Jean-Marie Peretti, questions and answers are organized around the management of companies after the health crisis. Indeed, the crisis has greatly disrupted everyone’s expectations and needs. In the context of the company, this is felt and we see in particular the notion of well-being on the front of the stage. Some companies are rethinking their management while others are pursuing commitments in favor of their employees. The participative management of LEROY MERLIN before the crisis allows it to resume in continuity with the values of well-being at work.

Abdelwahab AÏT RAZOUK and Yann QUEMENER, both teacher-researchers at Brest Business School, addressed the subject. The health crisis has redefined the place of human capital in the company’s performance. Employees worked during the crisis in “degraded” conditions compared to a normal organization. However, the motivation remained and everyone showed resilience. But this ability seems to come at a price. Indeed, it is now necessary to put the well-being of employees at the center of the value chain.

For the two teacher-researchers, post-COVID management must be the right equation between quality of life at work and company performance. The company must therefore lead an engaging leadership in order to offer meaning, confidence, and responsibility in the work of employees. In this sense, leroy merlin had a participative management system long before the crisis that involved its employees in major decisions. For the company the adaptation should therefore not be

A move in line with the company’s DNA

The company’s core mission is the human, as well as the values of respect, trust, proximity and commitment. Its development is based on this clear principle. For this, LEROY MERLIN opts for participatory management in accordance with these values. This is how Vision’s approach was initiated in 1994. Initially, the Vison approach brought together no less than 10,000 employees in the company’s 10-year projection. The goal is to think about how the company can achieve its long-term mission by taking into account the ideas of each employee. Thus, they take part in the ambition to help customers dream of their home and realize it through concrete solutions.

History and leadership choices are written together and in the long term. Thanks to the vision of employees who work with customers on a daily basis and who know the problems of the market, strategies are put in place for the well-being of all. The Vision approach is seen as an accelerator of the company’s development. In this sense, the latter develops adapted services such as customer listening for example. This has also made it possible to rethink stores and services, including the carried away goods, telephone assistance and loyalty card.

With each vision cycle, LEROY MERLIN wins its victories and innovates in the implementation of its services. In 2006, vision in particular allowed an opening to the outside world with the visits inhabitant or the creation of the foundation LEROY MERLIN. In 2017, 22,000 employees were looking to build the company of tomorrow. Today, no less than 24,000 people have taken charge of the future.

With Vision, employees are shaping the future of LEROY MERLIN together

Participatory management, a positive approach that accelerates the company’s development

Thus, it will be said that participatory management is a management mode focused on the collective intelligence of the organization. It directly involves its employees in the operation of the company and decision-making. This management method undeniably strengthens the links within the teams that are actively involved in the development of the company. In this sense, it is based in concrete terms on five principles that allow the company’s values to come to life. Through this management the staff gets involved. It allows the personal development of each individual through listening. It also allows for a delegation of power, a better resolution of problems and autonomy subject to self-regulation. For its part, LEROY MERLIN, strives to implement these principles of participatory management.

Thus, the company, currently in the 3rd of its Vision approach, is doing everything possible to ensure a company project with 24,000 employees. This is no small matter. For this, in 2015, the project had to be structured into three main stages that define the project lines. Thus, by taking part in the process, employees must follow three principles.

First, they must be enriched by the eyes of the inhabitants and partners. Second, they need to explore emerging trends over the next 10 years. And finally, they must share the history of the company, our common identity. In addition, Vision is expanding its listening to 3,000 people outside the company, whether they are customers, craftsmen or suppliers. The implementation of this approach is being led by a team of 1,000 volunteer employees, from all trades, all missions combined. Voluntary employees thus represent a non-hierarchical animation. Here’s how more than 32,000 ideas have enriched the company’s development in 10 years.

As it were, participatory management within the company LEROY MERLIN contributes to the development of the company. It highlights innovative ideas that respond to market problems. The vision is clear since it is that of the employees who work every day to offer the services to the customers. Beyond seeing the long-term strategies to be the market leader, it contributes to well-being in-house. Indeed, it is certified by Great Place to Work, a reference player on quality of life at work.


“VISION, the future is built with all,”LEROY MERLIN, article of 17 Jan. 2020

Rethinking corporate culture after the Covid-19 crisis”, Management Question(s) 2021/1 (n° 31), pages 151 to 206

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