In this second part, we made a review of the new possible organisations in the companies, using communication and information technologies. This transfer passes by a strategy of transformation which comprises a certain number of levels or successive stages by which the company will have to pass to carry out the transformation without clash.
We noted that these internal organisational changes resulted from an increasingly significant opening to its environment. This interrelationship pushes the company to use the means of information and communication at its disposal in order to handle the complexities which results from this and to reinforce and maintain the cohesion of the unit.
This approach led us to reflect on the company, the methods and tools of modeling to include/understand and organize the increasing complexity of its operation. We traversed the conceptual, functional aspects of them as well as the unfolding process.
Then we approached the problems of the reconfiguration of the processes of the company. We were faced by a questioning of the existing processes and the use of a step of the type BPR. Whether to change the process or one will change process? The role of information technologies and communication as a lever in the reconfiguration processes of management is a critical factor of success, shown in practice by the capacity to transmit information in a transverse way through the functions and the processes thus breaking the old rules and constraints founded by Taylorization of the tasks.
The general role of people, in the organisation in the execution of the tasks is extended and enriched thanks to tools of assistance, the access to shared data bases and the support of knowledge technologies. Paradoxically, the increasing complexity of the economic environment and information technologies imposes on the organizations a return to simplicity (to mobilize energies, to give priority to the customers, etc....)
The dimension of the evolution of the human being is of significant value to develop in our increasingly complex organizations. Communication and information technologies associated with the new organizations are only tools and means to develop individual and collective service development.