10 mai 2019 – RéSolutions Hebdo

La synthèse des articles sélectionnés vous est proposée après le sommaire. Pour accéder au texte intégral des articles  cliquez sur le nom de leurs auteurs.

Si vous le souhaitez vous pouvez également accéder à ce numéro au format PDF

Au sommaire cette semaine


  1. Eight times you must reset your strategy.
  2. The shortest strategy texbook : a strategist does spies to help the company soar.
  3. We need to measure innovation better. Here’s how.
  4. No boss? No thanks.


  1. How to select and develop individuals for successful agile teams: a practical guide.
  2. How to select and develop individuals for successful agile teams: a practical guide.
  3. Ce que la psychologie évolutive peut nous apprendre sur la culture d’entreprise et le leadership.


  1. The anatomy of charisma.
  2. Recevoir du feedback : quel impact sur notre cerveau?
  3. Qu’avons nous à tranmettre sur la créativité ?

Si vous le souhaitez vous pouvez également accéder à ce numéro au format PDF

Synthèse des articles de la sélection

1. Eight times you must reset your strategy.
(Terry Schmidt, 05/05/2019)

when and how often should you update your strategy?

A strategy reset: a focused and well-facilitated conversation among key players aimed at keeping their strategy relevant and projects on-point.  This involves tackling troubling issues, making tough decisions, and putting new initiatives into play.

A WHEN question more than a calendar-based , a situation-based  reset:

  1. There’s a big fat problem.You need to create solutions to current problems and prevent those emerging on the horizon. Kill the monsters while they are small.
  2. The business environment has changed.It’s a new ball game. Disruptive technology, a smart start up, or other nasty surprises demand a timely response.
  3. New leaders have come on board. & bring their own perspectives, vision, and blind spots. Integrate their vision in current reality.
  4. Mediocrity is creeping in.You’ve become stagnant. Something is not working. Move at the speed of change, or fall behind.
  5. You’ve lost focus. « A man who chases two rabbits will lose both ». Concentrate on doing what you do best.
  6. Confusion exists.If goals are vague, responsibilities unclear, and morale sinking, it’s time to look at root causes and reboot.
  7. Pressure is growing.Customers, senior management, expect more from your operation. You feel the burn. Time to deliver results.
  8. Your plan has gone stale.Like home-made bread, plans have a half-life and decay over time. Turn up the oven to 425 degrees, and to bake something fresh.

2. The shortest strategy texbook : a strategist does spies to help the company soar.
(Aya Chacar, 05/07/2019)

A strategist does spies, doing a strategic audit, to help the company soar via FDI MAD or Coop.

A strategist D.OE.S

Diagnosis (D)

Overal evaluation (OE)

Stratégy recommendations (S)

Dianostics need SP.I.E.S

Strategic Performance Analysisi (SPA)

Internal Environnment Analysis (IA)

External Environment Analysis (EA)

Strategy Analysisi (SA)

Overall Evaluation needs Clarity and Reflexion (SHhhh)

Synthesis (S)

Hypotheses generation (Hhhh)

Strategy Recommendations to SOAR

Strategic Option (SO)

Amazing Recommendations (AR)

Focus, Divest, Internationlize (FDI)

Some strategy tools in the toolbox, FDI MAD or Coop

Focus, Divest, Internationalize (FDI)

Mergers, Acquisitions, Diversification( MAD)

Cooperate: Strategic alliances, joint ventures, platform, licencsing,… (Coop)

Note: the best strategies exploit current ressources and capabilities, build new ones, and consider rivals. They focus on value creation, capture and cohesive spies– a fit among chosen strategies, external and internal environnement, and current strategic health.

3. We need to measure innovation better. Here’s how:
(David Gann, 05/01/2019) 

Measuring innovation matters … Good metrics can direct better policies.… but it’s hard.

Nowadays innovation is more often networked among multiple contributors, which complicates its measurement.

Traditional measures, such as R&D investment and patents, were fine for large manufacturing firms, but are of limited value when much of the action lies in services, business models, and entrepreneurial start-ups.

How to consider innovation? Are innovations new to the world, to the sector or region, or just to the firm? Is adapting a product/service to a new market an innovation?

Nowadays, intangible investments and activities such as design are much more significant  than capital goods expenditures- but these are more difficult to measure.

New opportunities for measurement and insight.There is value in including insights from behavioural science. Ideas for new services, the largest component of modern economies, occur at the point of consumption. The behaviours of consumers and ‘user-innovators’ matter more and more.

Understanding behaviours around innovation becomes crucial. You need increasingly to bring insights from behavioural psychology and economics into your metrics. By applying behavioural science to, for example, the adoption of good innovation practices and better risk management, we may get insights into future performance.

Real understanding of innovation requires a deep dive into organizations. It has to take into account how risks are assessed, decisions are made and implemented, and how the rocky roads of internal politics and organizational battles over resources are navigated.

4. No boss? No thanks.
(Nicolas Foss, 05/2019)

Far from making them obsolete, the flatter business organisations of today need managers more than ever but in new ways.

Proponents of the bossless company argue  that te 20th –century factory or office is being replaced by flatter organisations, peer-to-peer networks, platforms, extreme decentralisation worker empowerment, independent contracting, entrepreneurship.  When then, do we need managers?

Unfortunaltely, the bossless-company narrative misunderstands the nature of management. Despite big changes in technology and demographics, the basic idea of a firm, the nature of ownership and responsibility, and how people coordinate tasks are the same as always. Decisions have to be made about what to produce and how to produce it. Workers need information, tools and equipment, and motivation. And some individuals or groups need to bear the final responsibility, and be held accountable for the firm’s actions.

Indeed, you don’t need a boss to micromanage you. But you do need an entrepreneur to launch a venture or establish a sharing platform, an owner to advance the capital and take responsibility for the overall aims of the project, and managers to establish and enforce the rules of the game.

That’s what modern management is all about – designing the system in which empowered, knowledge-based workers can thrive.

5. Root-cause problem solving in the Ops 4.0 era.
(Markus Hammer, 05/15/2019)

Today’ environment offers new opportunities to the ancient art of root-cause problem solving.

  1. Identifying and defining the problem. The increased availability of high-frequency, high-precision sensors, together with the rise of the IoT provides companies with larger data sets from which to identify problems.
  2. Assessing root cause(s). Root causes are often identified via the five-why methodology. Instead of using the traditional colored sticky notes to facilitate this exercise, companies can now use interactive whiteboards incorporating speech-to-textor handwriting-to-text algorithms. Moreover, the whiteboards can link to data warehouses, thereby enabling self-service analytics or machine-learning algorithms for performing the analyses required in confirming or rejecting potential root causes.
  3. Designing solutions. Augmented- and virtual-realityapplications can help designers’ creation process become even more productive. Faster iterations between the drawing board and a more real-life representation shorten lead times toward final design. Rapid prototypingand 3D printing can accelerate this process even further by bringing diverse versions of the solution to life.
  4. Testing solutions. Once a solution has been designed, it is crucial to test its efficiency and effectiveness. The increase in computing power enables companies to perform extensive computational simulations.
  5. Sustaining, sharing, and continuously improving. The digital communication and collaboration platforms can linked with interactive tools such as digital whiteboards offers new effective perspectives.

6. How to select and develop individuals for successful agile teams: a practical guide.
(Wouter Aghina, 12/2018)

Agile organization teammates need to have the following three capabilities: First, they handle ambiguity without losing focus; second, they concentrate on outcomes over processes; and third, they work and contribute by being a team member.

There are two sets of factors: the personality traits that make an agile team culture bloom, and the kind of values that people bring to their work.

 1. The traits and behaviors of agile teams.

The ability to handle ambiguity and a high level of agreeableness contribute most to success. The ability to handle ambiguity is no surprise. Agreeableness and Trust , more highly ranked than openness or conscientiousness, is more  surprising. Rather than avoiding conflict, agreeableness is about empathetic listening to the team and being attuned to feedback from customers.

Also important is straightforwardness (openness and frankness with one’s viewpoints while still being courageous enough to politely voice opinions that conflict with the team’s.

The warning of high neuroticism. Emotional stability is crucial, as agile organizations focus on rapid learning and decision cycles, frequent testing, and experimentation.

2. The work values of agile teams.

The valuation of the product and not of the process .

Customer centricity.

Self-direction within openness to change.

A conservation mindset could limit team performance.

7. Ce que la psychologie évolutive peut nous apprendre sur la culture d’entreprise et le leadership.(Aymeric de Fleurian, 03/02/2018)

L’efficience des dynamiques relationnelles au sein d’une entreprise est un facteur clé de performance. S’assurer de l’adéquation des processus de transmission d’information, d’apprentissage, de décision est aujourd’hui une nécessité pour répondre aux enjeux d’un monde professionnel de plus en plus compétitif qui appelle  l’adaptabilité, la flexibilité et la rapidité.

Les racines des dysfonctionnements relationnels sont souvent à chercher dans la culture d’entreprise. Elles organisent les normes, les valeurs, les modalités communicationnelles, la hiérarchie, les processus décisionnels.

Le leadership émerge de la culture d’entreprise. Le leader est choisi car il correspond à la culture à un instant T. Le leadership modifie la culture d’entreprise. Par ses choix, par sa manière d’être, il façonne de nouvelles normes, de nouvelles valeurs et permet  l’émergence de nouveaux processus relationnels dans l’entreprise.

Alors qu’une culture du conformisme, favorisant la cohésion, peut devenir une véritable entrave à la pensée, à l’adaptabilité et au processus décisionnel, une culture de la transparence  intellectuelle, favorisant l’honnêteté intellectuelle, favorise une transmission et une analyse de l’information précise et efficientes

Non naturelle, elle doit être travaillée chaque jour et nécessite une haut degré de sécurité. Elle ne peut se déployer qu’avec certaines habitudes relationnelles : Être dans une écoute active de l’autre; Nommer ses erreurs et celle des autres ;  Admettre ses erreurs immédiatement? Se sentir à l’aise dans le fait de renvoyer et de recevoir critiques et feedbacks.

8. Recevoir du feedback : quel impact sur notre cerveau?
(G. de Lavilléon, 19/04/2019)

Notre cerveau n’aime pas l’incertitude : face à des informations ambiguës, il va tenter de trouver une interprétation afin de savoir comment réagir. Face à un visage neutre, nous sommes souvent atteints d’un biais de négativité qui nous amène à le juger négativement, et ce sont les régions du cerveau associés à la perception d’expressions négatives qui s’activent.

La neutralité, ou l’absence d’expressions faciales, peut être assimilée à un feedback social négatif pour le cerveau. Ce n’est pas anodin en peuvant générer des émotions négatives et de l’anxiété.

A l’inverse , le sourire est un signal social très signifiant. Face à un interlocuteur vous souriant, vous avez naturellement tendance à penser que ses intentions sont positives et bienveillantes. Pour cause, le sourire est un signal d’approbation qui activerait un réseau du cerveau appelé « circuit de la récompense ».

Comment mettre en place un feedback de qualité dans son quotidien : Éviter les expressions ambiguës , sourire sincèrement ou exprimer verbalement son approbation permettraient sont la base d’un feedback clair. Pour être efficace, un feedback devrait être :

  • suffisant en fréquence et en détail,
  • justifié, afin d’être intégré,
  • focalisé sur les performances et les actions dont e collaborateur à la maîtrise.
  • délivré à un moment où il est encore utile au collaborateur et peut être appliqué,
  • écouté et pris en compte par lui.

9. The anatomy of charisma.
(Adam Piore, 02/16/2017)

What makes a person magnetic and why we should be wary. Charismatics can make us feel charmed and great about ourselves. They can inspire us to excel. But they can also be dangerous. They use charisma for their own purposes, enhance their power, manipulate us.

Appealing to people’s emotions and shut down their rational minds is the most rational way to move them. That’s where people make their moral decisions.

Emotion is the accelerant. We decide very quickly whether a person possesses many of the traits we feel are important, such as likeability and competence, even though we have not exchanged a single word with them. Associated with activity in the amygdala, a primitive brain structure, snap judgments carry a powerful emotional charge.

A charismatic leader releases the individual of the pressures of life under stress. But that presupposes the vulnerability of the individual. When individuals feel more secure, they have less need for salvation. He takes away personal responsibility, which is great relief for people who feel burdened by responsibility. They needed to forget, they needed to be transformed in a condition of crisis. That’s why crisis and charisma are so closely linked.

There are two separate parallel decision circuits. The brain’s intuitive system is far faster than the rational system. The intuitive system, though, is prone to unconscious factors, based on limited personal experience and tendencies that result in irrational biases. But the slower, more rational system, centered in our prefrontal cortex, can serve as a potent check on unconscious tendencies—when we take the time to analyze them.

10. Qu’avons-nous à transmettre sur la créativité ?
Julia Kalfon, 07/05/2019)

La créativité, c’est avant tout une posture. C’est une façon d’être qui mêle ouverture d’esprit, adaptabilité et curiosité. Être créatif, c’est savoir faire des connexions inattendues pour penser autrement et appliquer ces idées à notre champ d’action : innovation, management, intelligence collective, coaching, pédagogie… La créativité prend pace dans un champ d’application. Cela différencie bien la créativité de l’art, ou encore du génie.

La créativité repose sur trois piliers :

  1. Se donner l’autorisation : oser ,
  2. Lâcher prise sur sa pensée : s’autoriser (et autoriser les autres) à penser autrement et ne pas juger ce qui est dit
  3. Faire des connexions : laisser diverger son esprit pour essayer de connecter des éléments qui n’ont a priori aucun rapport entre eux, c’est travailler l’analogie, penser au travers des yeux de quelqu’un d’autre.

Naturellement, le cerveau tend à préserver notre énergie. Il préfère faire le moins d’effort possible et n’est pas entraîner à créer de nouvelles connexions. Pour qu’il se dépasse, il faut le pousser à le faire pour nous aventurer sur de nouveaux chemins de pensée. Son apprentissage permet d’explorer les sujets autrement, d’adopter de nouveaux points de vue et de construire des solutions plutôt que de se concentrer sur les problèmes.

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