01 mars 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

Entreprendre

  1. Redéfinir le concept de vision dans un monde incertain : la vision, un modèle mental.
  2. Strategy needs creativity.
  3. The 4 strategy skills for success.
  4. Disruption in consulting—still on the cards?

Transformer

  1. Flatter, faster, fairer,- operational changes for a flatter organization.
  2. Le management par l’intention –  Défi n°4 : Etre symétrique … et aligné.
  3. When hierarchical is not an option; a new organizational model for fast-moving contexts.

Progresser

  1. Does higher education still prepare people for jobs?
  2. Everyone a change manager.
  3. Le conseil surprenant d’une ex-dirigeant de Google pour devenir un bon manager.

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

Synthèse des articles de la sélection

1.Redéfinir le concept de vision dans un monde incertain : la vision, un modèle mental.
(P. Silberzahn, 19/02/2019)

Traditionnellement la vision est la représentation ambitieuse d’un état futur préférable à l’état actuel, en général sur un horizon de cinq à dix ans. Elle vise à guider et inspirer les collaborateurs. La formuler est la tâche majeure du dirigeant. Elle sous entend que dans la mesure où nous pouvons prédire l’avenir, nous pouvons le contrôler. C’est l’objet de la stratégie.  Or dans notre monde incertain déterminer une vision et s’y tenir devient de plus en plus difficile et surtout dangereux.

La vision c’est le modèle mental : 

Nous n’agissons que sur la base de modèles mentaux. Les entrepreneurs, par leur vision, changent nos modèles mentaux, c’est à dire l’ensemble de nos croyances et suppositions sur le monde.  Ainsi définie, la vision est la façon dont l’organisation voit le monde et le comprend aujourd’hui. Dans un monde effectual, la vision n’est  pas l’image figée d’un futur lointain, futur qui n’arrivera jamais. Elle est incarnée par l’organisation et par ses membres par sa nature même. Elle est actionnable et elle évolue avec le temps de façon organique, ce qui lui évite d’être figée.

Définie comme modèle mental, la vision est pour l’organisation ce qui l’anime, ce qui lui permet de fonctionner comme une organisation, ce qui rejaillit vers l’externe, ce qui la rend tout à fait unique, ce qui lui permet de faire sens. 

2. Strategy needs creativity.   
(Adam Brandenburger, 03/2019)

Game-changing strategies are born of creative thinking: a spark of intuition, a connection between different ways of thinking, a leap into the unexpected. We must give students ansd executives tools explicitly designed to foster creativity and not only traditiona strategy analytical tools.

Such tools already exist :

Using analogies to come up with new business models. How Strategists Really Think: Tapping the Power of Analogy”

Introducing carefully chosen creative “disturbances” into work processes to spur new thinking. Smarter Faster Better

Redefining products by boldly limitingrather than augmentingthe features offered “Break Free from the Product Life Cycle” 

4 approaches for a breakthrough strategy:

(1) Contrast. The strategist should identify—and challenge—the assumptions undergirding the company’s or the industry’s status quo. This is the most direct and often the most powerful way to reinvent a business.

(2) Combination. Steve Jobs famously said that creativity is “just connecting things”; many smart business moves come from linking products or services that seem independent from or even in tension with one another.

(3) Constraint. A good strategist looks at an organization’s limitations and considers how they might actually become strengths.

(4) Context. If you reflect on how a problem similar to yours was solved in an entirely different context, surprising insights may emerge.

3. The 4 strategy skills for success. 
(Ruby Yeats, 02/20/2019)

The strategists job market has grown 2.8% compared with the same period last year!

Four key strategy skills which are most in demand on the market:

  1. Customer experience, marketing and consumer trends. Candidates who have worked in technical customer experience projectt, including customer journey mapping, market segmentation, have the pick of the crop when it comes to strategy roles in these consumer focused industries. Strategic marketing is also a hot topic, particularly in the digital space, as organisations continue to compete online for customer’s attention.
  2. Stakeholder engagement A no-brainer, really; to be effective in a strategy function, you need to manage stakeholders with ease, charm, and gravitas! This can be one of the most challenging obstacles when moving from an external consulting role, because being embedded in a corporate role is a whole different kettle of stakeholder fish.
  3. Data analytics Technical data science and stratégy are generaly tow separated departments. However, over the course of the last quarter the two functions converge.

The most in-demand professionals in this space are those who can act as ‘translators’ – that is, understand the complex visualisation tools and mountains of customer data, and turn these into actionable insights and commercial advice for the business.

  1. M&A and corporate development. Across industrial and infrastructure businesses, corporate development and M&A initiatives are intrinsically wrapped up in the strategy function – so candidates who can work across both areas are in high demand!

4. Disruption in consulting—still on the cards?
(Fiona Czerniaska, 02/22/2019)

Could Consulting be Uber-ed? The consulting process has no firm boundaries. Its “box” is what a client makes it, or what a consulting firm argues it should be. Controling the definition, you control the service you provide, your competitors, and ultimately the market.

In the immediate after WWII, the archetypal consultant was a strategy consultant. Advising business owners about what they could do better and differently.

By the 1970s, clients started to want more, and asked for help making changes to their organisation. Strategy consultants’ ignored that demand, and carry on doing what they’d always done. Consequently they found themselves squeezed out by technology firms and the embryonic Big Four, The consulting process, which had been one thing, became two, and strategy consultants only got to do one part of it. Work that, a few years’ ago, was a single service (strategy, operational improvement, change management,….) is now being broken into components, and firms that have been accustomed to doing all of the work, may find themselves doing only some of it, ceding place to other types of firms and, of course, technology.

This disaggregation of consulting services is likely to be the most powerful force pushing the consulting industry off the cusp, over the edge, and into a period of actual disruption.

5. Flatter, faster, fairer,- operational changes for a flatter organization.(Angela Montgomery, 02/20/2019)

Start with the right mindset.

  1. Delivering Quality goods and services through designing correct interdependencies, managing variation to build reliable processes, listening to the customer through feedback and continuous improvement; 
    2. Meaningful involvement of staff through well-designed interdependencies and human interactions through “intelligent emotions”, transparency and win-win agreements; 
    3. Speed of flow through an effective systemic design of the organization. 
    4. Continuous innovation through continuous challenging assumptions to understand how to satisfy best the needs of the customer.

Optimizing resources through a network of projectsThe organization wieved as a pool of competencies has to be scheduled into a network of projects allowing to run a flatter organization and truly unleash the potential of all the resources available.

 Meaningful control and a better future of work. A flatter organization calls for a different and meaningful kind of control, through managing the Project Buffers that are the real thermometer that measures the temperature of an organization. By monitoring the state of the buffer for each of the ongoing projects, leadership can have a real insight, not numbers from a spreadsheet, into how well the flow of events is generating units of the goal the organization is pursuing. 

6. Le management par l’intention –  Défi n°4 : Etre symétrique … et aligné.
(Nathalie Ruchaud, 12/02/2019)

Manager par l’intention, c’est faire que l’action des collaborateurs soit guidée non pas par l’habitude, mais par une intention consciente et positive. L’intention se développe par contagion et par induction ; symétrie et alignement sont deux conditions pour la nourrir au quotidien.

La symétrie tout d’abord.  Ce que l’on vit au quotidien influence fortement ce que nous faisons vivre à nos interlocuteurs ; comment peut-on avoir sincèrement envie de prendre soin du client quand on a l’impression que dans l’entreprise, personne ne s’inquiète de notre propre bien-être ? 

Porter au quotidien, dans sa relation avec chaque collaborateur les mêmes intentions que celles que l’on souhaite développer dans la relation avec ses parties-prenantes et donner des signes tangibles de ces intentions, c’est ça être symétrique, et c’est un préalable pour créer les conditions de l’intention…

Ensuite, l’alignement.  L’intention se développe également en fonction des messages implicites que nous transmet notre environnement.

Que dire par exemple d’une entreprise qui prône l’écoute du client et qui ne porterait d’attention qu’à la Durée Moyenne du Traiment et piloterait les équipes sur cette seule dimension ? 

7.When hierarchy is not an option: A new organizational model for fast-moving contexts.
(R. G. McGrath, 02/14/2019)

In a very fast changing workd, you need a new leadership scheme in which the role of the CEO has moved from designer to that of premise-setter and judge.Some illustrations of what leaders must do in uncertain environments.

  1. Set a broad strategy and let people figure it out.
  2. “Snow melts from the edges.”  You need to be attuned to what’s going on at the edges of your organization because you can’t count on the information you need to be presented neatly at corporate headquarters. 
  3. Hierarchy creates the illusion of control. The more you rely on top-down decision making, the less you get that input from the edges that’s so critical to the ability to respond to rapidly changing external environments.
  4. You can’t manage a secret. if you can get the data out on the table, then you can have the collective brainpower to fix the problems, but if you don’t know the problems existes, then there was nothing you could do about it.
  5. Focus on leading indicators. Try to get your people to not think too much about profit and revenues—the lagging indicators—but instead focus on leading indicators like customer engagement and customer usage.  You need empathy for the customer.  And that extends inside the organization as well.
  6. Feedback, feedback, feedback…alignment, alignment, alignment.

The leadership inflection point is here. And the good news is that inflection points can be great, they can take you to new heights.

8. Does higher education still prepare people for jobs?
(Becky Frankliewicz, 02/2019)


Knowing that above 40% of 25 to 34-year-olds in OECD countries—nearly 50% of in America are graduating from a university, this question is of decisive. In an age of ubiquitous disruption and unpredictable job evolution, it is hard to argue that the knowledge acquisition historically associated with a university degree is still relevant.

In fact, the research shows that intelligence scores are a much better indicator of job potentialt han a college degree . If we were to pick between a candidate with a college degree and a candidate with a higher intelligence score, we could expect the latter to outperform the former in most jobs, particularly when those jobs require constant thinking and learning. 

When employers attach value to university qualifications, it’s often because they see them as a reliable indicator of a candidate’s intellectual competence. If that is their focus, why not just use psychological assessments instead, which are much more predictive of future job performance,

On the other hand, universities could substantially increase the value of the college degree if they spent more time teaching their students critical soft skills.  Considering that over 50% of organizations praise problem-solving, collaboration, customer service, and communication as the most valued skills, this is  one of the biggest differences between what universities and employers look for in applicants.

9. Everyone a change manager.
(Naomi Stanford, 02/21/2019)

Changing the story from « change fails » to « everyone a change manager »

One researcher doubts these reports of change failures.  « Do 70 % of all organizational change Initiatives really fail? »  In a well-argued piece, he concludes: « whilst the existence of a popular narrative of 70 per cent organizational-change failure is acknowledged, there is no valid and reliable empirical evidence to support such a narrative. »

If we take that line, we might be able to change our perspective on change.  Suppose we discovered that most people, for the most part were pretty good at change in their daily lives. In fact, they often seek it out – they move house, take a holiday to a different place, try out a new food, get married or divorced, have a baby … and so on. 

We should be motivating employees to implement predefined changes and toward creating an environment in which employees can fully actualize their potential as self-initiating change agents.

Change isn’t a succeed or fail event, it is a continuous process of enabling and developing people’s resilience, trust, and belief in their agency that they can handle whatever the situation demands, co-creating the environment which supports this. 

Our role as organisation designers is to design the organization in a way that enables continuous adaptation to an ever-evolving environment.

10. Le conseil surprenant d’une ex-dirigeant de Google pour devenir un bon manager.
(Business Insider, 13/02/2019)

La meilleure chose qu’un patron puisse faire, selon Lexi Reese, c’est de communiquer à ses équipes le type de leader qu’ils aspirent à être et de dire ensuite : « mais je suis aussi humain et je vais probablement me planter ». Plus important encore, le patron devrait encourager ses équipes à lui signaler tout manquement. Au lieu d’être le genre de patron qui prétend être surhumain et qui n’a jamais fait de bévue ou eu besoin de conseils.

Jim Whitehurst, PDG de Red Hat, dans Harvard Business Review, « j’ai constaté que les dirigeants qui montrent leur vulnérabilité et admettent qu’ils sont humains favorisent un plus grand engagement parmi leurs associés ».

Lexi Reese encourage aussi les patrons à être indulgents envers eux-même, en disant à leur équipe quand ils vont être sous pression (temporaire) et qu’ils risquent de ne pas atteindre les objectifs de management élevés qu’ils se sont fixés : « je ne vais pas être la meilleure personne possible, mais pourriez-vous faire avec?« . « Si vous avez établi suffisamment de confiance, en général, ils peuvent gérer cela. Si vous ne l’avez pas, alors vous n’aurez pas de super équipe avant longtemps » « Tant que vous essayez constamment de faire ce qu’il faut et que vous ne vous cachez pas quand vous ne l’avez pas fait, alors les gens veulent vous aider à régler votre problème. »

 Bonne lecture et bienvenue dans « Votre Futur Voulu, RéSolument »

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