The scope of a manager’s responsibilities represents the manager’s commitment to his or her project.  Once established, the manager can exercise decisions concerning an issue or project, clearly define the staff’s individual responsibilities, delegate and oversee the resulting actions.

Transversal co-operation is the contribution a manager makes to a project, initiative or process beyond the scope of his or her direct responsibility, and implies:
•  encouraging information sharing,
•  leveraging the Group's competitive potential through cross-selling and exchange of best practices,
•  optimising available resources, and sharing them when appropriate.

A decentralised Group structure helps in making new ideas a reality.  When applying the principle of autonomy, a manager:
•  swiftly adapts to any anticipated changes,
•  ensures fluid information flow, fast decision circuits and simplified structures within his or her area of responsibilities,
•  encourages staff to express opinions, to take on responsibilities and gives them freedom of action.

Mutual trust and respect stem from listening, communication and direct contact. Having and inspiring confidence calls for a personal, active commitment.

A trusting manager:
•  gives everyone due respect,
• assesses his or her staff's performance with transparency,
•  identifies and enhances talent.