26 octobre 2018. 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.

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Au sommaire cette semaine


  1. Faut-il démocratiser la réflexion stratégique dans l’entreprise ?
  2. Les modes managériales existent-elles vraiment ?
  3. Meaning is the most precious brand asset
  4. Futures and horizons.


  1. Five challenges for your new chief transformation officer.
  2. The value of creating shared value.
  3. Zero Based Organization. 


  1. How to debiase your decisions (The case for behaviorial strategy)
  2. You’re never too experienced to fake it till you learn it.
  3. Quand le coaching aide à la prise de décision.

Synthèse des articles de la sélection

1. Faut-il démocratiser la réflexion stratégique dans l’entreprise ?
(Christophe Torset, 10/2018)

Cette démocratisation est liée à deux principaux enjeux :

Un premier enjeu lié au contenu de la stratégie. La stratégie doit être construite avec des informations  les plus pertinentes et fiables au regard de l’évolution de l’environnement et les équipes en lien tant avec l’interne qu’avec l’externe sont une source précieuse d’informations.

Un second enjeu lié à la motivation des individus.  « Tu m’implique, je m’applique, Tu m’impose je m’oppose » et cela d’autant plus que la participation à la stratégie est perçu comme un temps fort d’accès au pouvoir.

Les stratèges en entreprise sont soumis à un ensemble de tensions entre l’action et la réflexion, entre l’action et la décision, entre l’analyse et l’action, et enfin, et cette dernière tension est essentielle en terme de démocratisation, entre l’individu et le collectif,

Dès lors être un stratège c’est certes être un bon analyste mais  c’est aussi être capable de convaincre. Cela nécessite plusieurs formes d’intelligence :

Une intelligence analytique, une intelligence émotionnelle, une intelligence sociale (la compréhension des enjeux de pouvoirs et comment faire passer ses idées),

Démocratiser la stratégie c’est revenir aux sources des pouvoirs dans l’organisation. La stratégie est encore considérée comme le graal en terme de pouvoir dans l’organisation. Déconstruire cela c’est construire des organisations plus inintelligentes, plus proches des attentes de leurs différentes parties prenantes, à l’heure de l’ »open society » (open innovation,  open strategy,…)

2. Les modes managériales existent-elles vraiment ?
(Romain Zerbib, 11/10/2018)

Comment expliquer le décalage qui existe entre les modes managériales qui se répandent dans la littérature et les réseaux sociaux, et la réalité en entreprise? Et quel est l’impact réel de ces modes ?

Les modes managériales : discours internes ou réalité ? Certaines organisations ont une propension à adopter, en interne, un ensemble de mots-clés à la mode, sans pour autant ajuster leurs pratiques quotidiennes. 

Ainsi, une mode peut se propager au sein d’une entreprise en modifiant uniquement les discours des acteurs sans pour autant faire l’objet d’une adoption réelle.

Une mode mais différentes adoptions possibles. L’on peut utiliser un cadre  d’analyse fondé sur une métaphore médicale assimilant la mode à un virus, et l’organisation hôte à un écosystème biologique. À l’image de tout patient confronté à un virus, une organisation réagira différemment à une même mode en fonction de son organisme, de la conjoncture et du mode d’infection. 

 Aussi si chaque entreprise tend à personnaliser la pratique à la mode, s’agit-il toujours d’une mode ?

Le terme de mode managériale revêt pour nombre de commentateurs une connotation péjorative dans la mesure où il tend à remettre en cause le libre arbitre des acteurs professionnels, les assimilant volontiers à des acteurs passifs. Or, dans la réalité les possibilités d’adaptation d’une mode sont nombreuses et variées. Elles vont du conformisme béat à l’innovation managériale, en passant par une sédimentation tranquille des pratiques en interne.

3. Meaning is the most precious brand asset
(Martina Olbertowa, 10/17/2018)

Meaning is the key strategic asset for any brand and organisation to create and look after. 

Every brand needs to have a meaning – otherwise it’s meaningless, and therefore valueless. To often companies are run in the interests of their stakeholders, not customers. If your entire purpose for doing business isn’t centered on your customers and their needs, you will never be motivated to build a long-term value. Instead, you’ll use these need states to exploit people, which is what market research is all about and why it was created.

The short-term mindset of corporations lowers the value of their brands in a long run. 

Once brands stop meaning something, they lose their social currency, and therefore valuation.

On the opposite, if the brand affects everything inside the company– from the product, through procurement, management, people, processes, culture and customer service – there are really no non-brand decisions when it comes to your operations. Everything is a brand decision.

Brand must be managed holistically as dynamic ecosystems of meaning.

Every brand creates a network of associations in our minds. The more coherent, consistent and richer this network is, the more meaning is associated with the brand.  And the more valuable it becomes.

4. Futures and horizons.
(Naomi Stanford, 10/16/2018)

To help your organisations adapt into the future, you must keep future focused and develop horizon scanning skills.

Consistent and continuous horizon scanning can stop the error of failing to predict the predictable thanks to early warnings , and what you do predict is likely to be more accurate if you are a fox thinker than a hedgehog thinker.

However don’t stop at only looking at early warnings. What about longer-term forecasting? 

The three Horizons model described as a simple, intuitive way to encourage a conversation about the challenges in the present, our aspirations for the future and the kinds of innovation we might need in order to address both at the same time.

The first horizon ‘describes the current way of doing things, and the way we can expect it to change if we all keep behaving in the ways we are used to.’

The third horizon is the future [long way out] system. It is those new ways of living and working that will bring new patterns in existence. It is transformative.

The second horizon is the transition and transformation zone of emerging innovations that are responding to the shortcomings of the first horizon and anticipating the possibilities of the third horizon’.

You will apply this scanning activity it into your organisation design thinking. For example, suppose we won’t need to own a car anymore in ten years (and the early warnings are pretty evident on this)? What impact will that have on insurance providers? Car manufacturers? Car maintenance outlets? Car retailers?

5. Five challenges for your newchief transformation officer.
(Kate Lye, 10/19/2018)

The emergence of the chief transformation officer role reflects the uncomfortable truth that we don’t really know how to ‘make change happen at scale’.

To master change capabilities would be mandatory for companies to tacle  the issues over the next five years of the uncomfortable reality of ourfuture VUCA world   . Who can make all this happen? Most companies don’t have them. Therefore, the idea of creating an executive-level role dedicated to driving business transformation is incredibly tempting

He has five big change challenges to resolve.

  1. Creating shared ownership for the transformation across management.
  2. Helping teams and their leaders to pinpoint what they need to learn‘What do we need to learn to bring about the radical changes this business needs?’ Don’t hope that simply naming what needs to be different will be enough to create a step change in mindset, behaviours and practices.
  3. Challenging those aspects of the status quo that work against the change. Old working processes are often pernicious that stealthily reinforce old behaviours and values.
  4. Maintaining the momentum, dialogue and energy around the transformation.

Once the dust from the launch has settled, he needs to sustain efforts not just to talk about the transformation but for leaders to support its gradual but relentless adoption.  

  1. Reinforce new behaviour and make old behaviour costly. The power of social approval can be very effective when channeled around what is valued in a business.

6. The value of creating shared value.
(Michael Porter, 10/22/2018)

Capitalism is suffering from a crisis of trust.despite the launch of countless corporate social responsibility initiatives in recent decades.  It is time to restore public trust through a redefined vision of capitalism with the full potential to meet social needs.

The Solution: Creating Shared Value

The next transformation of business thinking lies in the principle of shared value: creating economic value in a way that also creates value for society by addressing its needs and challenges.

What is shared value? 

Corporate policies and practices that enhance the competitive advantage and profitability of the company while simultaneously advancing social and economic conditions in the communities in which it sells and operates.

Shared value is not corporate social responsibility, philanthropy, or even sustainability, but a new way to achieve economic success.

Shared value is a management strategy in which companies find business opportunities in social problems.

While philanthropy and CSR focus efforts focus on “giving back” or minimizing the harm business has on society, shared value focuses company leaders on maximizing the competitive value of solving social problems in new customers and markets, cost savings, talent retention, and more. 

7. Zero Based Organization.
(Accenture, 10/2018)

« If you always do what you always did, you will always get what you always got. Albert Einstein’s words ring true today »—a warning for companies trying to drive growth and profitability in disrupted markets by looking at the past instead of designing for the future.

Across industries, the workforce is performing tasks and routines in ways that have been passed from one generation to the next. But many organizations have too many people doing work that does not connect to valued outcomes. Forward-looking companies are turning to ZBx, or a zero-based mindset. ZBx is a new way to drive profitability that emphasizes the future over the past.

ZBO (zero-based organization) is a critical component of ZBx. It empowers companies to design the “right” organization from a clean sheet, shifting talent from work that no longer contributes to desired outcomes to the distinctive capabilities and operating model required to fuel profitable growth.

The 5 rights of ZBO

Right work : Consider what work drives the greatest business value

Right size : Identify the time, effort and frequency of work that must get done.

Right structure : Design the organization to balance spans of control, focus on core competencies, and clarify roles and responsibilities

Right people : Build a true bottom-up, clean sheet organization, looking at skills, levels, tenure, salaries and location.

Right measures : Develop individual employee objectives to drive personal accountability and create true transparency to enable people to make decisions from the “frontlines” for a more agile organization.

8. How to debiase your decisions (The case for behaviorial strategy)
(Dan Lovallo, 03/2019)

Left unchecked, subconscious biases will undermine strategic decision making. Here’s how to counter them and improve corporate performance.

Counter pattern-recognition biases by changing the angle of vision.  Encourage participants to see facts in a different light and to test alternative hypotheses to explain those facts.  Promote out-of-the-box thinking and create a reasonably large (at least six) set of similar endeavors for comparative analysis.   

Counter action-oriented biases by recognizing uncertainty.  How many plans  have you reviewed that turned out to be based on overly optimistic forecasts of market potential or underestimated competitive responses. Discuss which metrics need to be monitored to highlight necessary course corrections quickly.

Counter stability biases by shaking things up. Map the percentage of total new investment each division of the company receives year after year. Counter the “business as usual.” biais through  Zero-based (or clean-sheet). Challenge budget allocations at a more granular level can help companies reprioritize their investments.

Counter interest biases by making them explicit.  Populate meetings or teams with participants whose interests clash can reduce the likelihood that one set of interests will undermine thoughtful decision making.

Counter social biases by depersonalizing debate. An absence of dissent is a strong warning sign. Do believe in the collective intelligence of a high-caliber management team.

9. You’re never too experienced to fake it till you learn it.
(Herminia Ibaorra, 10/2018)

Novices emulate favorite bosses and colleagues in an effort to look and talk as if they know what they are doing. It’s how they develop and grow . But this natural and efficient  learning process tends to break down as people gain experience and stature. As we become more certain about what we “know” and who we are, the idea of mimicking others feels artificial, even distasteful and we stick with what’s natural and comfortable. That’s  what gets us in trouble as we hit career transitions that call for different ways of leading.

Listen to the masters of what you are supposed to do in your next position and repeat what you heard, as in kung fu. It’s like learning a foreign language. It seemed strange at first and one day, you even dream in the language.

Becoming older, we value authenticity, so we continue to act in accordance with our sense of who we are, even when it becomes patently ineffective. 

The effort we put into protecting our “true” identities can really hold us back later in our careers, when we’re trying to build on past successes to take on new and bigger roles or responsibilities as leaders.

By viewing ourselves as works in progress, we multiply our capacity to learn and ultimately become better leaders.

10. Comment améliorer votre décision. (Quand le coaching aide à la prise de décision.)
(Solène Coriolles, 10/2018)

Nos décisions sont loin d’être prises de manière rationnelle. Il nous est impossible de considérer la somme des informations nécessaires et de toutes les traiter de manière objective. Nous n’avons ni le temps ni les capacités de prendre des décisions en nous appuyant sur notre seule raison.

Aussi, pour nous aider dans ce processus décisionnel, nous faisons inconsciemment appel à nos émotions. Elles occupent une place centrale dans tous processus décisionnels. Elles  émotions s’inscrivent comme des « marqueurs somatiques » qui associe chaque expérience à un ensemble d’émotions qui sont réactivées lorsque nous nous remémorons une scène qui nous apparaît inconsciemment comme proche d’une situation passée.

Une émotion est nécessairement quelque chose de personnel, ce qui rend tout processus décisionnel unique et individuel.  Personne ne peut décider à notre place, car personne ne peut réellement imaginer ce qu’est notre place : le vécu, le système de pensées, les représentations, l’état émotionnel qui font la singularité d’une personne sont nécessairement différents d’un individu à l’autre.

Le coaching offre un moyen de mettre de la distance avec les faits de manière à en diminuer l’affect et de clarifier ses pensées.

Bonne lecture et bienvenue dans « Votre futur, RéSolument »

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