"Change Management", or when the Miss France company makes its revolution

Once upon a time, there was the Miss France organization, a for-profit institution dedicated to selecting the most beautiful Miss of the year. This merciless beauty contest takes place on a December evening. Between two advertisements, the jury and the public cast their votes for the most beautiful of the regional contestants. In just one night, the winner will attain stardom, gain a touch of prosperity, and, above all, achieve worldwide recognition. This is a classic winner-takes-all strategy.

Strangely enough, the first runner-up is never upset about her loss. She kisses the tearful winner, whose mascara never smudges, and returns to anonymity. However, this year is different. The criteria for contestants have changed, thanks to Alexia Laroche-Joubert, the new president of Miss France. Alexia, a Generation X woman, became a young mother at the age of 34, but tragically lost her husband in a car accident. She is not one to be pushed around; she is an assertive leader. As the new CEO of Miss France, Alexia has expressed her discontent with contestants who strip down. Geneviève de Fontenay, the former CEO known for her iconic hat, sold her company to the highest bidder and publicly refused to accept any changes. Now in charge, Alexia has significantly broadened the recruitment criteria. Contestants can now be over 24 years old, married, mothers, tattooed, and even transgender. However, plastic surgery is still scrutinized, X-ray photos are required, and women shorter than 5 feet 5 inches are prohibited from competing. This presents an interesting question: why should "short" extraordinary women—like my wife—not be eligible? The segregation by height remains a barrier.

Despite her emotional attachment to Miss France, Geneviève de Fontenay, the former CEO, ultimately sold the company to Endemol, a joint venture between Disney and the investment fund Apollo. Geneviève, a fashion icon often seen in her signature black and white attire and timeless hat, is not just a businesswoman. As the eldest of ten children, she embraced her responsibilities when she moved to Paris to pursue a career in fashion. During this time, she fell in love with a married man who was 24 years her senior, and she became a mother at the age of 22, living in an openly public relationship with him. By the age of 25, she was named Miss Elegance while also caring for her three-year-old son, Ludovic.

When Barbie loves a flawless man, Geneviève loves a man who has been twice convicted. Geneviève and Louis Pierrot ignored the gossip and bourgeois morality surrounding their relationship. She voted for the far-left workers' party in France and refused to accept the prestigious order of the French Republic, believing it should be honored only as her grandfather, a veteran who lost his sight during the war, had done. Geneviève is undoubtedly a symbol of emancipation from conventional norms. Therefore, her opposition to changing the criteria for Miss France surprised me, to say the least. This change would have allowed her to compete, and she could have shared countless pictures of herself, Louis, and Ludovic! At dinner, she reminded me that change is more of an art than a science.

Thirty years ago, a beautiful high school friend who turned heads everywhere told me, “This is not pleasant to put up with. At least you don’t have to endure the chore of hair removal!” She was a contender for the title of Miss France and invited me to a dinner organized by Geneviève de Fontenay and her youngest son at a restaurant near the Place du Châtelet in Paris. In a matriarchal tone, Geneviève asked me what I wanted to do later in life. I proudly replied, “I want to make a difference and contribute to change!” She cautioned me, “Beware, young man, of the changes you support.” Her beautiful eyes reminded me that I shared the same name as her eldest son, who had died not long before. That day, I realized how challenging my future job would be. I understood that whenever a manager wanted to implement a change, it would be necessary to explain who, how, when, with whom, and for whom the changes were being made. Each time, they would hesitate between negotiating, mobilizing support, or imposing the changes.

Every person, department, or stakeholder affected by a change will inevitably ask, “What's in it for me?” This is also true for the regional committees of Miss France, who advocate for votes for their candidates. Changes can challenge or disrupt established values and beliefs.

We cannot all be winners. Our goal should be to advocate for change by presenting strong arguments that address both business and human dimensions, to navigate conflicts of interest. This is precisely what Alexia accomplished in People magazine's Gala back in 2022. She spoke candidly about a range of issues except for cash; she addressed topics such as progress, modernity, homophobia, and racism, without mentioning profitability, sustainability, or competition with other companies. While Miss France remains profitable, it is not immortal, and merely discussing values will not suffice. We must also engage in conversations about innovative business practices.

Miss France is celebrating its 100th anniversary. If Alexia wants this organization to thrive for another century, she should adopt a long-term perspective. She could share insights about what happens behind the scenes and emphasize the dangers of refusing to adapt in the competitive world of television. Additionally, she might express empathy for the contestants who have been rejected simply for being a centimeter short. It would also be interesting to hear about the male competition she is working on, which isn’t limited to just bodybuilders. In any case, I can’t wait for December!

Sentimentalement vôtre

Crédit photo : © Ross Findon (Unsplash)