The HERO Transformation Playbook
208 pages
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208 pages
English

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***BUSINESS BOOK AWARDS 2021 SHORTLISTED TITLE***

Most transformations fail. Don’t let yours be one of them.

“...a compelling methodology to transform for the digital age, and not to succumb to it.” - Gianvito Lanzolla, Professor of Strategy at Cass Business School

“... the book on transformation we’ve been waiting for...” - Kevin Cunnington, Digital Envoy and Transformation Lead for UK Government

Most transformations and large-scale change programs fail, but in a rapidly changing world change is becoming more and more critical for survival.

The Transformation Playbook is your step-by-step playbook of EXACTLY how to deliver successful transformations and large-scale change programs with the best chance of success.

Based on 20 years of work with clients on large scale transformation efforts, the HERO™ Transformation Framework was developed based on enterprise transformations that really work.

 Learn the code to transformation successThe book details the HERO™ Transformation Framework: a clear and structured method to help you design and deliver transformations for maximum value.

It includes all of the roles, processes, meetings, governance, and templates for you to follow and apply to your transformation today.

It’s time to crack the code of change and take the lead toward predictable success!
1. Introduction
1.1 Introducing the HERO™ Transformation Framework
1.2 The Five Dysfunctions of Transformations
1.3 What Is a HERO™ Transformation?
1.4 Overview of the HERO™ Framework
1.5 HERO™ Framework Roles

2. Transformation Design
2.1 Transformation Design Overview
2.2 Transformation Outcome
2.3 Enterprise Map
2.4 Targeted Analysis
2.5 Transformation Plan
2.6 Initiation

3. Transformation Delivery
3.1 Transformation Delivery Overview
3.2 Blockers Backlog
3.3 Transformation Accountability Meeting (TAM)
3.4 Workstream Accountability Meeting (WAM)
3.5 Transformation Kanban
3.6 Initiatives
3.7 Communication Strategy

4. Wrap Up
4.1 Common Questions about
the HERO™ Framework
4.2 About the Authors
4.3 Thanks and Acknowledgements

Sujets

Informations

Publié par
Date de parution 22 septembre 2020
Nombre de lectures 0
EAN13 9781788602044
Langue English
Poids de l'ouvrage 1 Mo

Informations légales : prix de location à la page 0,0500€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Exrait

T
r
ans
forma
tion
Pla
ybook
The ™
F irst published in Gr e a t Britain by P r actical Inspir a tion P ublishing, 2020 ™ Arif Harbot t and Cuan Mulligan, 2020 T he mor al rights of the author have been asser ted. ISBN 978-1-78860-203-7 (print) 978-1-78860-204-4 (epub) 978-1-78860-201-3 (mobi) T he right of Arif Harbot t and Cuan Mulligan to be identified as the authors of this work has been asser ted by them in accor dance with the C opyright, Designs and P a tents Act 1988. All rights r eserved. No par t of this publica tion may be r epr oduced, tr ansmit ted, or stor ed in a r etrieval system in any form, or by any me ans, without permission fr om P r actical Inspir a tion P ublishing. HERO™ is a tr ade mark of Her o T r ansforma tion Limited. T he HERO™ T r ansforma tion Model and the HERO™ T r ansforma tion F r amework Model ar e pr otected as Eur ope an R egister ed C ommunity Designs (Nos. 007837919 and 007986393) and thr ough copyright. F ur ther informa tion on all intellectual pr oper ty rights in this book can be found on the accompanying website a t ht tps://www .her otr ansforma tion.com/. Book designed by Doug K err and Ar tem Meush Design input fr om Maga Design C over designed by Doug K err Illustr a tions by Ar tem Meush
The
HER
O ™
T
r
ans
forma
tion
Pla
ybook T he step-by-step guide for delivering lar ge-scale change By Arif Harbot t & Cuan Mulligan
In tr oduction 1.1 Intr oducing the HERO ™ T r ansforma tion F r amework 1.2 T he F ive Dysfunctions of T r ansforma tions 1.3 Wha t Is a HERO ™ T r ansforma tion? 1.4 Overview of the HERO ™ F r amework 1.5 HERO ™ F r amework R oles 12 26 32 40 48 2.1 T r ansforma tion Design Overview 2.2 T r ansforma tion Outcome 2.3 Enterprise Map 2.4 T ar geted Analysis 2.5 T r ansforma tion Plan 2.6 Initia tion 64 70 76 88 92 104 Tr ans f orma tion Design
3.1 T r ansforma tion Delivery Overview 3.2 Block ers Backlog 3.3 T r ansforma tion Accountability Meeting (T AM) 3.4 W ork str e am Accountability Meeting (W AM) 3.5 T r ansforma tion K anban 3.6 Initia tives 3.7 C ommunica tion S tr a tegy 120 126 136 154 164 172 186 4.1 C ommon Questions about the HERO ™ F r amework 4.2 About the Authors 4.3 T hank s and Acknowledgements F igur e list Inde x 198 200 202 204 206 Tr ans f orma tion Delivery Wr ap Up
Each page is colour coded to one of the 4 sections of the book, so you can quickly naviga te to the right section. T he br e adcrumbs on the side helps you k eep tr ack of wher e you ar e in the book. INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ FRAMEW ORK 6
K eep an eye out for the HER O ™ logo for tips and ways tha t the HER O ™ TMO tool can help you.
Ho
w

we laid ou
t this book
In

Section 1

w
e
’ll
first in
tr
oduc
e each
part o
f
the HER
O ™
F
r
ame
w
ork so tha
t
y
ou ha
v
e a high-le
v
el
a
w
ar
eness.
In

Section 2

w
e do a deep div
e in
t
o
T
r
ansf
orma
tion Design.
In

Section 3

w
e giv
e the de
tail
o
f

T
r
ansf
orma
tion Deliv
ery
.
In
Section 4
w
e ans
w
er

y
our
F
A
Qs. L ook out for templa tes and guides which can be downloaded fr om our website her otr ansforma tion.com/downloads 7
Gl o ssary o f J argon While it w as una v oidable t o ha v e jar gon in the book, w e w ork ed har d t o k eep it t o a minimum. H er e is a quick r e f er enc e t o ge t y ou up t o speed with the k e y t erms. HE M T r ansforma tion Management Of fice sof twar e tha t helps with tr ansforma tion r epor ting, planning and management for the T r ansforma tion L e ad. Backlog A list of work to be done, or der ed in priority or der i.e. the most impor tant work a t the top of the list. I nit i ve A discr ete piece of work tha t delivers value to the tr ansforma tion. T his term is inter change able with pr oject. Ent rp s V a u , E V Enterprise V alue is an economic me asur ement r eflecting the mark et value of a business. It is how much your business is valued a t. T a sfo m io A lar ge change pr ogr amme initia ted due to a dissa tisfaction with curr ent business r esults, tha t cannot be r ectified thr ough “business as usual” , with a positive ma terial impact on Enterprise V alue. 8
B e Anything tha t block s, impedes or disrupts the delivery of value (Initia tives), tha t cannot be r esolved within a work str e am. H.E.R.O ( HE ™ ) T he ongoing loop of having an ide a (or hypothesis for the delivery of value), e x ecuting (or delivering) it and seeing the r esults. T his le arning is then fed back into the ne xt hypothesis. H ypothesis: P r ojects do not have a guar anteed outcome, ther efor e they ar e “ educa ted guesses” E x ecuted: Y ou need to deliver the pr oject to understand wha t outcome it actually delivers. R esult O bserved: Y ou need to me asur e the r esult, good or bad, and then act on it. B id e Ch An ef fective visualiza tion for showing pr ogr ess towar ds the T r ansforma tion Outcome (  see page 102 for a mor e in depth e xplana tion). It is gr e a t a t showing the build up fr om the curr ent position to a tar get position. T w -way Ac u bil y Wher e le adership hold the te ams accountable for the delivery of value, and wher e the te ams also hold le adership accountable for the r emoval of block ers. 9
10
1.1 Intr oducing the HERO ™ T r ansforma tion F r amework 1.2 T he F ive Dysfunctions of T r ansforma tions 1.3 Wha t Is a HERO ™ T r ansforma tion? 1.4 Overview of the HERO ™ F r amework 1.5 HERO ™ F r amework R oles QUICKLINKS 12 26 32 40 48
Introduction 11
12
INTRODUC TION
Introducing
the HER
O ™

T
r
ans
forma
tion
F
r
ame
w
ork
1
.1 INTRODUC TION 13
Le
t

s cu
t t
o the chase,
wha
t is the HER
O ™

Tr
ans
f
orma
tion Fr
ame
w
ork? INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 14
A
t its heart HER
O ™
is an e
vidence-
based appr
oach t
o tr
ans
f
orm
y
our

organiza
tion fr
om
where
y
ou are
no
w
t
o
where
y
ou
w
an
t t
o ge
t t
o...
...
with the highes
t
chance o
f
success. INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 15 INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK
Design
The HER
O ™
Tr
ans
f
orma
tion
Fr
ame
w
ork En terprise Map T r ansforma tion Plan Initia tion A
B T r ansforma tion Outcome T ar geted Analysis INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 16
Deliv
ery F ig 1.1 T he HERO ™ T r ansforma tion F r amework T r ansforma tion L e ad T r ansforma tion T e am Initia tive L e ad W ork str e am L e ad W ork str e am T e am A WA M WA M WA M WA M WA M WA M WA M WA M T r ansforma tion Outcome Block ers Backlog T r ansforma tion K anban T r ansforma tion Accoun tability Meeting (T AM) W ork str e am Accoun tability Meetings (W AM)
B WA M Initia tive W ork str e am INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 17 her otr ansforma tion.com/downloads
Mark et C ap Number of shar es x shar e price L ong- and shor t- term debt T otal cash and cash equivalents Debt C ash Enterprise V alue Wha t Pr oblem Does HER O ™ Fix? W e wer e frustr a ted with so many of the change management techniques being too superficial and high-level. So we set out to cr e a te a pr agma tic, detailed fr amework which would give you the nuts and bolts of how to run a successful tr ansforma tion. T his book is a step-by-step playbook tha t lays out everything you need in or der to design and deliver a tr ansforma tion tha t delivers r e al value to your or ganiza tion. E very par t of the fr amework is focused ar ound the delivery of value, this is not a book about the “sof ter ” side of change e.g. as cultur e change, communica tions issues or conflict between people or te ams. Enterprise V alue is an economic me asur ement r eflecting the mark et value of a business. It is how much your business is valued a t. It is calcula ted by: F ig 1.2 Enterprise V alue F ormula E n t erprise V alue f ormula Our appr oach is tha t until the “sof ter ” side of change block s the delivery of value, we do not worry about it. T he HERO ™ T r ansforma tion F r amework is a cle ar and detailed method of how to design your tr ansforma tion and how to deliver the T r ansforma tion Outcome. It includes all the r oles, pr ocesses, meetings, governance and templa tes for you to apply to your tr ansforma tion today . Using the HERO ™ T r ansforma tion F r amework will give you a MUCH HIGHER chance of tr ansforma tion success. INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 18
Ho w is HER O ™ differen t fr om o ther change managemen t appr oaches? V alue f ocused W e ruthlessly focus on the delivery of value a t all times, full stop , the end. E verything in the fr amework is ge ar ed towar ds the tar get performance of the business. T his is har d work, it tak es discipline, but it is not negotiable. Tw o - w a y ac c oun tability T his is unique and me ans tha t delivery te ams on the fr ont line (wher e value is cr e a ted) get a mechanism to hold the tr ansforma tion le adership accountable to unblock anything tha t gets in their way of the delivery of value. E videnc e based T r ansforma tions do not run smoothly , we r ecognize this and have course corr ections built in based on evidence and da ta, to allow you to k eep your tr ansforma tion on tr ack. S t ep-b y -st ep pla ybook W e wer e frustr a ted with change management book s being too superficial so this book gives you pr actical, tangible actions on how to run a tr ansforma tion. It is a detailed step-by-step guide tha t you can use to run any tr ansforma tion. N o t about “ so ft” change W e do not addr ess the “sof ter ” side of change e.g. people, emotions, cultur e, r ela tionships etc. until it block s the delivery of value. T his is very dif fer ent to most appr oaches tha t focus on “sof t ” change first. INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 19 HER O ™ TMO: W e built HER O ™ TMO (T r ansforma tion Management Of fice) to mak e managing tr ansforma tions e asier . L ook out for this bo x in the book to see wher e it helps, and check out the fr ee trial invite in Section 4. her otr ansforma tion.com/TMO
Design
and
Deliv
er Ultima tely the HER O ™ T r ansforma tion F r amework will help you 20
Ent
erprise V
alue thr ough tr ansforma tional change. 21
We kno
w
the
HER
O ™

Fr
ame
w
ork
w
ork
s,
we ha
ve pr
o
ved tha
t

time and again…
...bu
t it is no
t f
or
e
very
one. INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 22
Man
y
parts are challenging
and it requires discipline t
o
keep c
onsis
ten
tl
y
bringing the
c
on
ver
sa
tion back t
o increasing
E
n
terprise V
alue. INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 23
Wh
y
did w
e writ
e
this book? “W e passiona t el y belie v e tha t if w e can help y ou learn ho w t o deliv er suc c essful tr ansf orma tions it will mak e or ganiza tions all o v er the w orld be tt er and mor e r esilien t. U ltima t el y this will impr o v e the w orld o f w ork f or e v ery one, especiall y futur e gener a tions. ”
A
r
if & C
uan INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 24 INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK
I
f

y
ou ha
v
e e
v
er
though
t t
o
y
ourself
...
...then this book is f
or

y
ou! If I just had some da ta in our meeting I could mak e much bet ter decisions. I have no ide a if this tr ansforma tion is on tr ack, I am simply going on gut instinct. How can we be spending so much money and have no ide a of the r esults? T her e has to be a bet ter way to run a tr ansforma tion or lar ge change pr ogr amme. Nobody r e ally understands why we ar e doing this tr ansforma tion in the first place. I could mak e a lot mor e pr ogr ess if the le adership would only (fill in the blank) to unblock me. How do I mak e change last and be self- sustaining? Why am I not get ting enough senior suppor t to mak e r e al change? INTRODUC TION | 1.1 | INTRODUCING THE HERO ™ TRANSFORMA TION FRAMEW ORK 25
26
1.
2
The Fiv
e

D
y
s
functions of

T
r
ans
forma
tions INTRODUC TION 27
If your boar d doesn’t fully buy into your tr ansforma tion and commit to being accountable, you ar e unlik ely to mak e the har d changes when the going gets tough. If your tr ansforma tion vision is not str ong enough, not well understood and, most impor tantly , not me asur able, then you ar e unlik ely to galvanize your or ganiza tion for r e al change. Not r emoving block ers is the hidden killer of tr ansforma tions. It must be the le adership’ s number one priority to help r esolve these block ers and get the flow of value running again. It ’ s essential to mak e the outcomes cle arly quantifiable so tha t you know: wher e you ar e today and e xactly when you will arrive a t your end point. Y ou must prioritize activities tha t have the lar gest impact towar ds your T r ansforma tion Outcome, full stop , the end. The Five D y s functions o f Tr ans f orma tions Why do so many tr ansforma tions fail when they have lar ge budgets, e x cellent people and str ong business cases? W e’ve all r e ad in the pr ess about the high-pr ofile tr ansforma tion disasters. • McKinsey’ s global survey r epor ts tha t 74% of companies fail a t digital tr ansforma tion. • T he W all S tr eet Journal r an a survey of dir ectors, CEOs and senior e x ecutives which found tha t tr ansforma tion risk was their #1 concern in 2019. • T he Harvar d Business R eview sta tes 70% of lar ge- scale tr ansforma tions fail to meet their goals. • F orbes/T owers W a tson r epor ts tha t only 25% of change management Initia tives ar e successful over the long term. F r om our e xperience over many ye ars of le ading tr ansforma tions, advising tr ansforma tion te ams and also viewing tr ansforma tions fr om a distance, we saw some common pa t terns for tr ansforma tion failur e again and again. So we decided to colla te these pa t terns into the F ive Dysfunctions of T r ansforma tion (F ig 1.3) to e xplain the common r e asons tha t tr ansforma tions do not deliver on their sta ted outcomes. T her e ar e of course other r e asons why tr ansforma tions fail but these ar e the ones tha t tend to r e ar their ugly he ads time and again. P O O R T R A N S F O R M A T I O N V I S I O N L A C K O F M E T R I C S N O T F O C U S I N G O N V A L U E N O T R E M O V I N G B L O C K E R S L A C K O F B O A R D S P O N S O R S H I P F ig 1.3 T he F ive Dysfunctions of T r ansforma tions 1 5 4 3 2 D YSFUNC TIONS OF TRANSFORMA TIONS THE 28
N o t f ocusing on v alue C ontinually prioritizing the activities tha t move you closer to your T r ansforma tion Outcome is a t the cor e of HERO ™ . But this is not str aight- forwar d and r equir es a lot of discipline. W e see far too many tr ansforma tions focus on wha t is e asy inste ad of making lar ge-scale changes, which ar e much mor e dif ficult to achieve. Doing wha t is e asy of ten does not corr ela te to wha t has the gr e a test impact. W e work ed with a government depar tment tha t had star ted work on sever al pr ojects a t the star t of a da ta tr ansforma tion. However , when we look ed a t these pr ojects none of them wer e in the top 10 highest value pr ojects. W e advised them to scale back the e xisting pr ojects and star t work immedia tely on the top 3 highest contributing pr ojects. By doing this they wer e able to demonstr a te actual savings and cle ar ROI tha t cr e a ted the confidence for futur e pr ojects. N o t r emo ving block ers It must be the le adership’ s number one priority to help r esolve block ers and get the flow of value running again. But we r ar ely see this in pr actice and the normal behaviour is for block ers to slowly str angle delivery over a period of time. Many things will get in the way of delivery and either slow it down or bring it to a grinding halt. Examples of common block ers include: stak eholders not showing up to meetings, slow decision making, hiring too slowly , not being able to change internal pr ocesses, rigid corpor a te services governance. W e saw this pr oblem r ecently when a global car manufactur er did not alloca te enough te am spaces and video confer encing equipment for their r emote delivery te ams. T his made coor dina tion and communica tion dif ficult and this pr oblem was not fix ed for six months. And, this delay me ant tha t a $4m pr oject was la te by ne arly nine months because of a r ela tively e asy block er to r esolve. Lack o f me trics and measur emen t If you cannot me asur e your tr ansforma tion pr ogr ess, then you will be flying blind. T her efor e, it ’ s essential to mak e the outcomes cle arly quantifiable so tha t you know: wher e you ar e today and e xactly when you will arrive a t your end point. Developing cle ar metrics will help you naviga te during your tr ansforma tion in or der to stay on tr ack towar ds your outcome. Additionally , embedding metrics a t the he ar t of every decision you mak e will allow you to mak e pr ogr ess with confidence. F or e xample, we helped a charitable trust understand which metrics they needed to focus on, in or der to steer their tr ansforma tion. Once we put the systems and sof twar e in place to me asur e pr ogr ess it allowed the te ams to mak e mor e informed decisions to steer the tr ansforma tion to success. INTRODUC TION | 1.2 | THE FIVE D YSFUNC TIONS OF TRANSFORMA TIONS 29
P oor transf orma tion vision If your tr ansforma tion vision is not str ong enough, not well understood and, most impor tantly , not me asur able, then you ar e unlik ely to galvanize your or ganiza tion for r e al change. A compelling vision is a powerful tool to over come the inevitable uphe avals of lar ge-scale change. T he or ganiza tion ide ally needs to buy into tha t achieving tr ansforma tion vision is imper a tive to its survival. If you can achieve this then you ar e mor e lik ely to unle ash the full for ce of your delivery potential. F or e xample, a lar ge US bank had alr e ady spent over $20 million on their digital tr ansforma tion when we star ted working with them. W e quickly determined tha t they had no cle ar , me asur able tr ansforma tion vision. T his me ant tha t they had not developed a str ong business case and, as a r esult, they had gr e a t dif ficulty get ting any suppor t acr oss the business. Af ter just two days of working with them we co-cr e a ted a str ong vision which they could communica te to the whole or ganiza tion. Lack o f boar d/ CE O sponsorship When delivery gets block ed, without boar d sponsorship , it will stay block ed and slowly str angle pr ogr ess. T r ansforma tions ar e har d because they r equir e changes to the established ways of working in your or ganiza tion. T her efor e, if your boar d doesn’t fully buy into your tr ansforma tion and commit to being accountable, you ar e unlik ely to mak e the har d changes when the going gets tough. W e see this time and again and it ’ s disappointing because with the right structur es and pr ocesses ther e is a much bet ter way to solve this issue. F or e xample, we work ed with a lar ge Chinese company tha t star ted its tr ansforma tion fr om the bot tom up , without get ting a str ong boar d buy-in. When the tr ansforma tion tried to change the oper a tions pr ocess they hit r esistance fr om middle management, which br ought the tr ansforma tion to a standstill and the pr ogr amme was stopped af ter a ye ar . INTRODUC TION | 1.2 | THE FIVE D YSFUNC TIONS OF TRANSFORMA TIONS 30
HER O ™ is Designed t o A ddress These D y s functions N o t f ocusing on v alue R uthlessl y f ocusing on v alue HERO ™ ruthlessly focuses on the delivery of value a t all times, full stop , the end. E verything in the HERO ™ F r amework is ge ar ed towar ds the tar get performance of the business. T his is har d work, it tak es discipline, but it is not negotiable and we cover it again and again thr oughout this book. Lack o f me trics and measur emen t M e trics built in Me asur ement is a t the he ar t of the HERO ™ F r amework, it is built into every meeting and every r epor t. During Initia tion (in T r ansforma tion Design) you cannot star t delivery until you have a metrics/me asur ement capacity in place which will allow you to tr ack how every Initia tive dir ectly contributes to the T r ansforma tion Outcome. N o t r emo ving block ers Ele v a ting block er r emo v al T wo-way accountability is built into the HERO ™ governance structur es. When a work str e am is block ed (i.e. the delivery of an Initia tive gener a ting value cannot pr oceed) it becomes the number one r esponsibility of the T r ansforma tion L e ad to solve the block er . P oor transf orma tion vision Clear transf orma tion vision T r ansforma tion Outcome (the first step in T r ansforma tion Design) is focused on cr e a ting a compelling vision for the tr ansforma tion. It e xplains how to mak e your tr ansforma tion vision cle ar to the whole or ganiza tion, so tha t the tr ansforma tion is not optional but r a ther a fundamental necessity for long-term success. Lack o f boar d/ CE O sponsorship S tr ong boar d sponsorship Boar d sponsorship is par t of the Initia tion step wher e you gain buy-in fr om the boar d and fr om senior stak eholders in the or ganiza tion. W e never suggest star ting a tr ansforma tion unless ther e is a str ong dissa tisfaction with the curr ent business r esults; impr oving these r esults is link ed to the boar d’ s compensa tion plans so they will be motiva ted to impr ove them. INTRODUC TION | 1.2 | THE FIVE D YSFUNC TIONS OF TRANSFORMA TIONS 31

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