Codir (Management Committee) : Brings together leaders to address major directions.
Comex (Executive Committee) : An even smaller circle, reserved for the decision-making elite.
Codur (Sustainable Committee) : Focused on environmental or social issues.
Comop (Operational Committee) : Focused on the concrete execution of projects.
These meetings offer their participants a symbolic status: being in a Codir or a Comex means accessing the backstage of the company, where everything is at stake. And for those who are not invited, joining these bodies becomes a professional dream.
Why are these meetings so dreamy?
A feeling of exclusive belonging
To be invited to a Codir or a Comex is to be part of an “elite”. This provides a feeling of recognition and validation of one's place in the organizational chart.
The weight of decisions
These meetings embody decision-making power. Participating means having a direct impact on the company's strategy, which feeds the professional ego.
Terminology that impresses
These acronyms, while sometimes opaque, sound professional and “high end.” Their use enhances those who are part of it and intrigues those who do not yet understand all of its subtleties.
The art of renaming: a need for differentiation
Managers can't help but rename their meetings with stylized terms or novel acronyms. For what ?
Create a unique identity : Renaming a committee allows you to personalize it, to display a uniqueness compared to other companies.
Reinforce symbolic importance : The more complex or technical the name, the more crucial the meeting seems.
Hiding the ordinary under a layer of sophistication : Behind a “Comop”, we can simply find… a team brief.
When the acronym becomes a fashion
This phenomenon of sophisticated acronyms reflects a certain managerial modernity. However, it can also contribute to a form of exclusion: those who do not master these codes may feel lost or less valued.
A striking example: employees invited to a “Codur” can expect strategic discussions on sustainability, whereas it is sometimes a simple update on internal practices. Result: a perception of inaccessibility and a language which, paradoxically, complicates communication.
The limits of this obsession with “co-meetings”
While these committees are essential to structuring the company, they can also become unproductive time sinks. A recent study by McKinsey reveals that executives spend an average of 23 hours per week in meetingswith a significant role in committees with sometimes unclear roles.
Conclusion: A dream, but at what cost?
THE It is raised, Comex, Codur and others Comop will continue to fascinate managers because they embody spheres of influence and importance. But by increasing the number of committees and renaming each meeting with abstract terms, are we not at risk of losing clarity and effectiveness?
Beyond the acronyms, the essential thing remains the ability to make useful decisions and communicate them clearly to all employees. After all, a Comop which does not lead to any concrete action… remains a simple play on words.
