If you’ve ever worked in the French corporate world, you’ve likely encountered the cryptic shorthand of Codir, Comex, Comop, and Copil. These acronyms are part of a specific French management vocabulary that, at first glance, may feel overwhelming. However, once you decode them, they provide a fascinating insight into how French companies organize decision-making and operations.
When I first joined the Codir (Comité de Direction) at Quest Education, I realized the weight of responsibility that comes with it. As a member of the steering committee or C-suite, my role in the Codir is not only to provide strategic input but also to ensure that the operational vision of the company is executed efficiently and I find myself seeing words that start with co- a lot more often. In this post, I’ll walk through these ubiquitous French terms, explaining each one and reflecting on the responsibilities I’ve encountered in my new role.
Understanding Codir, Comex, Comop, and Copil
•Codir (Comité de Direction): Often referred to as the management committee, the Codir is responsible for overseeing the general operations of a company. Basically, the Codir in a group of schools is composed of individuals who have a bird’s eye view of the company and its needs, but who also has an in-depth understanding of the day-to-day operations. My previous role at SAE was mostly operational, but at ESSEC, I had already taken a step up (despite the downgraded title from Directrice pédagogique to Responsable ingénierie pédagogique) and been involved in strategic decisions about the company’s eLearning strategy. Now at Quest, I have a 360 understanding of our academic operations and strategy and my responsibilities therefore vary widely.
•Comex (Comité Exécutif): This is the executive committee, typically made up of the CEO and their direct reports. The Comex often functions as the most senior decision-making body in a company. While the Codir works on more operational aspects, the Comex focuses on higher-level strategic decisions. At ESSEC, there was a Comex and I occasionally found myself in their meetings presenting projects that would be part of the larger strategy of the school. At Quest, we are still small enough that our Codir functions as a Comex — I report to the CEO as do all other members of our Codir.
•Comop (Comité Opérationnel): This is a committee is centered around specific operational tasks or projects. In many ways, it functions as a more hands-on committee responsible for getting things done, ensuring that the daily operations align with the broader strategy set by the Codir and Comex. On the local level at Quest, for instance at the Paris campus where I am located, I frequently collaborate with academic Comop groups when rolling out new initiatives to ensure they’re implemented effectively. The most recent example is with our student evaluation forms, which I have recently centralized and harmonized across all campuses — I met with our local academic Comop groups to ensure they understood the new policy and could implement it properly.
•Copil (Comité de Pilotage): The Copil, or steering committee, oversees large-scale projects or initiatives. This group ensures that the project stays on track and aligns with the company’s broader strategy. At ESSEC, I participated in many a Copil, since my team had to ensure that our projects met deadlines, budgets, and objectives. This committee requires continuous monitoring and communication to ensure alignment with the company’s strategic goals.
My Experience as a Codir Member
While it’s only been 4 months so far, ss part of the Codir, I have been digging deep into local operations in Paris and Lyon (Bordeaux just opened, so they are a blank slate), noting best practices and areas for improvement, and making proposals to harmonize and centralize our operations across sites. Here’s what I’ve learned so far:
•Strategic Decision-Making: One of the most critical roles in the Codir is deciding the company’s strategic direction. This means constant discussions about where we’re headed as a company and how we intend to get there. I have made proposals for how we can best improve our digital ecosystem (ERP & LMS) and how we can begin implementing eLearning solutions to reinforce our project-based approach.
•Cross-Department Collaboration: As part of this committee, I regularly work with other department heads, ensuring that our strategies are aligned and that communication flows across all levels. Codir meetings often serve as a platform for solving cross-departmental challenges. One of our biggest projects so far is an entire academic program for all students centered around employability basics. To make this vision a reality, I have been collaborating with our Director of Industry Relations and Employability to create a blended curriculum, composed of eLearning modules, individual coaching sessions, scaffolded and graded real-world assignments, and masterclasses with industry professionals.
•Operational Oversight: It’s not just about making high-level decisions; it’s also about understanding how those decisions will impact day-to-day operations. In this capacity, I’ve been involved in budgeting, resource allocation, and monitoring key performance metrics to ensure we’re on track to meet our goals.One of my biggest projects right now is Qualiopi, the French quality certification. This involves understanding all of our operations and being able to explain it to the auditor when the time comes.
•Long-Term Vision vs. Short-Term Needs: One of the ongoing challenges I’ve experienced in the Codir is balancing the immediate needs of the business with long-term objectives. It’s about navigating between putting out fires and ensuring that we’re laying the foundation for sustained growth. While throughout my needs analysis I had a million ideas for how we can take what Quest is already doing well and improving it, I had to prioritize and propose not only long-term solutions, but some short wins as well.
•Accountability: As a Codir member, you are accountable for the decisions made and the success of the strategies you endorse. This means not only being part of the decision-making process but also taking responsibility for the outcomes.
Final Thoughts
Navigating the “co” language of French business can feel daunting (and to a non-native speaker, downright silly sometimes — so many co’s!!), but once you’re immersed in it, it becomes second nature. Each committee, whether Codir, Comex, Comop, or Copil, plays a vital role in ensuring that the company runs smoothly from top to bottom.
My experience as part of the Codir has been an eye-opener in terms of understanding the complex layers of decision-making and leadership within a company. It’s a challenging yet rewarding role, allowing me to contribute to both the operational and strategic growth of our business.
If you’ve ever wondered how French companies make decisions, these committees are the backbone of corporate governance. Whether you’re stepping into one of these roles for the first time or just looking to understand them better, it’s essential to recognize the unique responsibilities and opportunities each committee offers.
What’s your experience with French corporate structures? Do these acronyms make more sense now?