ESCP Europe Alumni Magazine - n°157 - Novembre/Décembre 2014 - 20

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By Amandine AURY (MS Management des Hommes et
des Organisations 99)

Deep change

In her Director of Leadership & Talent Management role at Microsoft France,
Amandine AURY is responsible for establishing the Talent Management and
Development strategy in line with their business priorities and orientations. She
ensures the implementation and execution of this strategy in collaboration with
business leaders and HR teams in France and in the international network.

In this frame, I have a quite wide focus in
talent, leadership & manager development,
training & learning activity (excluding the
products training) and strategy projects
aligned to where business and people
agenda intersect.
Permanent evolution
I picked up this challenge and joined
Microsoft last February, after a successful
experience in change management in environments that had and have to permanently
and dramatically evolve. It is now more than
ever that building and executing a strong
people plan takes its full dimension to support transformation to a high performance
Cloud-first, Mobile-First business. I really
feel I am actively participating in delivering
Satya Nadella's strategy to «reinvent productivity
to empower every person and every organization
on the planet to do more and achieve more», by
working to have the right people in the right roles
at the right time with the right capabilities for both
today and tomorrow.
It is a very transversal role. In an organization such
as Microsoft, I must achieve many things through
the capacity of the team and by leveraging more
central work, which means I need to share with
others their resources and therefore understand
how others will play a key role in achieving these
outcomes. I am held accountable to these outcomes and impact as a senior HR Leadership Team
member and partner to the Area Vice President.
Innovation
This is why, in my opinion, HR development chal-

- ESCP Europe Magazine N° 157 - Novembre/Décembre 2014

lenges are of two orders:
- The first one is to prepare the teams for the
unpredictable, to gain in agility, in capacity to
transform, innovate, learn and so, to develop
skills which will be necessary in the future.
- The second consists in working on the leader's
attitude and behavior (of people or projects)
who, in a complex, accelerated world, has to gain
perspective to digest, interpret, imagine. This
competency is essential to root in these times
of deep change to give sense, direction and
prepare teams to develop nimbleness through
transformation.
Transformation
Microsoft is a fast paced environment with a complex organization. Employees thrive to learn, they
are passionate and proud about what they do.
There is a huge possibility for development. Today
we need to focus on where we want Microsoft to
go and drive a cultural change through building
tomorrow's capabilities and skills to accelerate our
transformation.
It means that to succeed in this position, it is important to have a high degree of business and people
acumen, an ability to influence business leaders at
an executive level and within HR as a virtual team
leader. It is also key to develop strong communication skills, ability to manage HR programs in
complex, matrix and global business environments.
In the frame of Microsoft's transformation, it is
also key to have organizational development and
change management expertise. All the above and
also a little creativity, the will to collaborate and find
ways to leverage other's work and to contribute
to other's success makes it a very challenging but
enthralling role!
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ESCP Europe Alumni Magazine - n°157 - Novembre/Décembre 2014

Table des matières de la publication ESCP Europe Alumni Magazine - n°157 - Novembre/Décembre 2014