JSF: Vertical and Horizontal Structure for Strategic Growth

JSF's Vertical and Horizontal Organization

Francis Journot Strategies & Finance (JSF) is a multisectoral consulting and finance group organized according to a structure that is both vertical and horizontal.

The vertical dimension ensures a clear hierarchy of responsibilities and decision-making processes, while the horizontal dimension promotes project-based work and cross-functional collaboration primarily between JSF departments and the subsidiaries JAF, JAB, and EUAS.

JSF is the parent company and the strategic steering center of the group.

As the guarantor and the architect of JSF’s financial engineering model and the EUAS and CN business projects, as well as a shareholder in the group, Francis Journot ensures that the spirit and purpose of the project are preserved and safeguards its overarching vision. He redefines or validates the strategic direction of a constantly evolving program that incorporates geopolitical dynamics and major events.

The vertical organizational structure places a Group President at the executive level, supported by JSF’s Chief Financial and Administrative Officer (CFO), subsidiary presidents, 10 department directors, and 25 heads of specialized divisions who oversee business units and teams. The International Executive Committee (COMEX) consists of the JSF President, the CFO, and the presidents of JAF and EUAS. The JSF Executive Committee (CODIR) includes the JSF President, the CFO, and department heads. An Africa Executive Committee (CODIR) brings together the presidents and directors of the subsidiaries.

Certain centers of expertise will gradually adopt the status of subsidiaries, thereby taking on a more intrapreneurial role within the group to provide greater agility to the whole without undermining the overall structure. For example, the subsidiary dedicated to artificial intelligence—which will be in a state of constant change and must continually reinvent itself—will be better able to adapt to restructurings or mergers to further enhance its R&D activities.

Similarly, the strategy, management, and administration department—which is expected to generate the highest revenue among the consulting departments—will require autonomy that will further motivate its leadership, foster healthy competition among teams, and facilitate the optimization of schedule management. Horizontally, department directors and managers work in a network of cross-functional teams dedicated to EUAS and CN projects. Each subsidiary will account for external and internal consulting services provided to other group entities, including EUAS.

They will also be responsible for establishing branches in Sub-Saharan Africa that will participate in the pre-selection of local projects: due diligence with a comprehensive analysis, assessment of their potential profitability, and socio-economic impact. They will provide the best possible support to help local or foreign companies establish themselves. These branches must also foster the growth of the African consulting business to better contribute to the group’s overall profitability.