Publiée le samedi 30 décembre

The video was beautiful. Obviously professionally produced, it highlighted the space the company had set up for innovation. Drone footage showed an open space replete with sticky notes. A 3D printer whirred in the background. A foosball table was involved. Clearly, money was being spent.

Publiée le vendredi 29 décembre

“When are we supposed to do all that?” That’s the question we constantly get from new managers, only weeks or months into their new positions, when we describe the three key activities they should be focusing on to be successful as leaders: building trust, building a team, and building a broader network. To their dismay, most of them have found they rarely end a day in their new positions having done what they planned to do. They spend most of their time solving unexpected problems and making sure their groups do their work on time, on budget, and up to standard. They feel desperately out of control because what’s urgent–the daily work–always seems to highjack what’s important–their ongoing work as managers and leaders.

Publiée le samedi 28 janvier

Why do established companies struggle to become more agile? No small part of the difficulty comes from a false trade-off: the assumption by executives that they must choose between much-needed speed and flexibility, on the one hand, and the stability and scale inherent in fixed organizational structures and processes, on the other.

Publiée le vendredi 27 janvier

Let’s face it: business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. Consider a few examples:

Publiée le jeudi 26 janvier

Successful transformations demand new capabilities. To build them, experiential learning leverages the intimate link between knowledge and experience.

There is an intimate and necessary relation between the processes of actual experience and education.

—John Dewey (Experience and Education, 1938)

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Webinaire sur l'emploi et le management le 1er septembre

Et si on préparait la rentrée ? 

La situation particulière que nous vivons nous incite à adopter de nouveaux modes de travail et de management. Toutefois, quels sont les modes de management les plus adaptés à ces conditions singulières ? 

Nous vous proposons un Webinar sur la thématique « Comment l’évolution de la structure de l’emploi nous pousse à changer nos modes de management ? ». Cet événement 100% digital aura lieu le 1er septembre à 16h30. 

Lors de ce moment, Damien Créquer (co-fondateur de TASTE et du French Talent Studio) et Thomas Laborey (co-fondateur de Blooming Partners SAS et trésorier du Fonds MétaMorphoses) interviendront pour s’exprimer autour de cette question. Ils aborderont particulièrement le management par les appétences. Une forme de management qui permet de proposer de nouvelles trajectoires professionnelles en fonction des envies des collaborateurs.

 
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Mc Kinsey : COVID-19 and the employee experience: How leaders can seize the moment

As it turns out, most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.

The return phase presents an opportunity for companies to rethink the employee experience in ways that respect individual differences—home lives, skills and capabilities, mindsets, personal characteristics, and other factors—while also adapting to rapidly changing circumstances. The good news is that with advances in listening techniques, behavioral science, advanced analytics, two-way communication channels, and other technologies, leaders can now address employee experience in a more targeted and dynamic way. While drilling down on which employees need more and varied types of support, they can also tailor actions that create widely shared feelings of well-being and cohesion across the workforce.