19 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.

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

Au sommaire cette semaine


  1. Value and resilience through better risk management.
  2. Money is fuel. 
  3. Howmany purchases define brand loyalty for consumers?
  4. How to put your money where your strategy is.


  1. Does articulating your corporate values matters ?
  2. Agile with a capital A : a guide to the principles and pitfalls of agile development
  3. Les cinq étapes du déni (face à la transformation numérique d’une filière) 


  1. Three Ways That Having Power Changes Us
  2.  Elevate Cognitive Performance
  3.  Le manager et l’autorité.

Synthèse des articles de la sélection

1. Value and resilience through better risk management.
(Daniela Gius, 10/2018)

For many nonfinancial corporates, risk management remains an underdeveloped and siloed capability in the organization, receiving limited attention from the most senior leaders. 

According to a BCG’ survey boards spend only 9 percent of their time on risk. The survey revealed that only 6 percent of respondents believe that they are effective in managing risk Some individual risk areas are relatively neglected, and even cybersecurity, a core risk area with increasing importance, is addressed by only 36 percent of boards. 

While many senior executives stay focused on strategy and performance management, they often fail to challenge capabilities or strategic decisions from a risk perspective.

A reactive approach to risks remains too common, with action taken only after things go wrong.

Boards need to ensure that a robust risk-management operating model is in place. Such a model allows companies to understand and prioritize risks, set their risk appetite, and measure their performance against these risks. 

Leadership must commit to building robust, effective risk management.

The project is three-dimensional:

1) The risk operating model, consisting of the main risk management processes;

2) A governance and accountability structure around these processes, leading from the business up to the board level;

3) Best-practice crisis preparedness, including a well-articulated response playbook if the worst case materializes.

2. Money is fuel. (vidéo)
(Simon Sineck, 10/2018) 

Money is fuel.

Fuel is very important. There is nothing wrong with money.  It’s just we have to undertand the purpose of money.

So the company is the car ad money  is the fuel.

So don’t care how amazing your just cause is and how wonderful is your culture, if you have no money, you don’t go anywhere.

You  might have bought the most beautiful car, if you got no gas, you got nowhere to go.

The purpose of a car is not to buy gas.

The purpose of a company is not to make money.

The purpose of a car is to go somewhere and fuel helps you to go there.

The purpose of a company is to achieve something, to advance a greter cause, to contribute to society, and money will help you to get there.

Money as a fule is very necessary, very important but it’s not the reason with bought the car in the frist place.

3. How Many Purchases Define Brand Loyalty For Consumers?
(Marketing charts, 09/28/2018)

Most American adults say that once they find a product they like they tend to buy it repeatedly rather than shop aroundand try other products. How many purchases does it take for someone to consider themselves loyal to a brand? Survey results from Yotpo indicate that a simple repeat purchase isn’t enough.

Instead, for the majority (55%) of respondents, it takes at least 4 purchases before they consider themselves brand-loyal. That includes a plurality (37%) of adults who feel that it takes them at least 5 purchases before they feel that they’re loyal to a brand.

For most people, fair pricing (64.5%), free shipping (61.3%) and online reviews (57.3%) are purchase motivators. And many expect brands to reward them for their loyalty, with more frequent discounts (71%) and free shipping (58%) especially important.

Nonetheless, the key lever (for 55% of repsondents) is again product quality. It can also work in the other direction: poor product quality is the top reason why someone would stop being loyal to a brand. Yotpo points out, though, that customer service is also a key factor, with poor service being the second-leading reason why customers would abandon their loyalty.

Six in 10 consumers report that they will tell friends and family about a company that they’re loyal to, and 37% will leave feedback or an online review, an important point given that reviews are a component of their purchase decisions in the first place.

4. How to put your money where your strategy is.
(Stephan Hall, 02/2012)

Most companies allocate the same resources to the same business units year after year making it so difficult to realize strategic goals and undermining performance.  Yet  corporation’s interests are not the same as the cumulative resource demands of the underlying businesses .

In companies where capital and other resources flow more readily from one business opportunity to another, returns to shareholders are higher and the risk of falling into bankruptcy lower. These companies (one third of the studied sample shift an average of 56 p% of capital across business units over the entire 15-year studied period—earned, on average, 30 % higher total returns to shareholders annually than companies in the bottom third of the sample.

To overcome this inertia, introduce new decision rules and processes to ensure that the allocation of resources is a top-of-mind issue for executives. And be sure to use properly the 4 fundamental allocation activities:

  1. Seeding : entering new business areas, whether through an acquisition or an organic start-up investment. 
  2. 2. Nurturing: building up an existing business through follow-on investments, including bolt-on acquisitions. 
    3. Pruning: taking resources away from an existing business, either by giving some of its annual capital allocation to others or by putting a portion of the business up for sale. Finally, 
    4. harvesting : selling whole businesses that no longer fit a company’s portfolio or undertaking equity spin-offs.

5. Does articulating your corporate values matters ?
(Charles Glunic, 07/01/2015)

Listing your corporate values is not enough—companies need to wrestle with their cultures to make a difference, distinguishing them from their peers and updating them as they evolve.

Although the values stated may not actually reflect the real culture on the ground, they do represent a “wish list” of what the company wants their culture to be. This is especially true for global corporations with diversified markets and products where defining core values can be a useful exercise in clarifying what things are also core to the business.

Be bold, be different

Studies found that in terms of claimed values there was not an enormous difference expressed across industries, but when companies did differentiate themselves from their industry peers, it had a positive effect on their firm’s performance.  The implication being that when actively seeking some uniqueness from the industry norm, even in how they shape their cultures, the firms in question outperformed others in their industry.

Be dynamic

Studies also demonstrate that companies who show more dynamism around their values – those that change them over time – outperform firms who kept theirs stable.  We would argue that these firms are seen to be more actively engaged in a conversation about “who” they are, what their culture is and in which direction they are taking their business,

6. Agile with a capital A : a guide to the principles and pitfalls of agile development.
(Hugo Sarrazin, 02/2018)

The agile way of working has gone way beyond the world of software. “Agile says, let’s break things into small little increments; let’s make sure we deliver value each time.” Don’t wait  until the very end to have the  great unveiling, Be sure that at every step , you’ve delivered value.

At the core, you need to be putting the customer first. You need to be clear on who the customer is, what problem you’re trying to solve, what matters to him.

The second principle is around how to focus on people interactions versus process.  How do you come together to align on the objectives and mission that you have for your customers, and work to figure out the best solution to bring that to life?

A third principle is welcoming change, thanks to quick cycle times: two-, four-, six-week sprints, which is often the name that is used; and to deliver something at the end of the sprint, you have the ability to learn. 

The fourth principle is to empower the team. The team knows more about the customers, it knows more about what it can do. If you make it autonomous, within some boundaries, you can have something special. 

Unfortunately this last principle is too often neglected and failure is the result. Doing so, you’re confusing the organization with “I think I’m agile,” but I’m still following the traditional way of working, and now we’re scaling this.

Being Agile is a system with all its components to be adopted.

7. Les cinq étapes du déni (face à la transformation numérique d’une filière) 
(Nicolas Colin, 03/04/2015)

A chacune des cinq étapes de la transition numérique d’une filière, il y a de bonnes raisons de se dire “jusqu’ici, tout va bien”.

 La transition numérique déforme la chaîne de valeur et redistribue la valeur entre les entreprises en place, dont l’activité reste inchangée, et les entreprises numériques, qui s’immiscent dans la filière, y déploient de nouveaux modèles d’affaires et y captent une part croissante de la valeur.

l’enjeu est de redéployer ses ressources pour prendre une position dans la filière, souvent loin de son cœur de métier. Il s’agit de préempter les positions vers lesquelles la valeur se déplace du fait de la transition numérique. Celle-ci se diffuse en 5 étapes qui remontent progressivement la filière en partant de la masse du client final.

Etape 1 — L’irruption numérique. Son déni : l: “Nous ne sommes pas concernés”

Etape 2 — L’éveil de la multitude. Son déni : « Nous le faisons déjà » (sous prétexte d’avoir lancé quelque pilotes, …)

Etape 3 — Le rapport de force . Son déni : « Allons voir le Ministre » (pour se défendre)

Etape 4 — L’arrivée des géants. Son déni :   “Achetons notre principal concurrent”

Etape 5 — La remontée de la chaîne. Son déni :«  De toutes façons, on aura toujours besoin de nous”

Dans le paradigme de l’économie numérique, les l’enjeu est de capter la ressource stratégique qui permet de continuer à croître : la multitude. Capter cette ressource consiste à déployer autour des individus une boucle de valeur, “où tout prend place dans un tout cohérent, entièrement pensé autour de la qualité de l’expérience utilisateur, et où la valeur d’ensemble est difficile à segmenter”.

8. Three Ways That Having Power Changes Us.
(Sally Blount, 10/15/2018)

Having formal authority for a large group of people and broad scope of operations changes you.  There are at least three biases that characterize power-shift thinking.

  1. Leader attention disorder. It produces constraints, not always conscious, on how much deep listening the leader does. So, the people around you gradually learn that they need to think carefully about how and when to present information to you.
  2. Bullet-point thinking or “fast” thinking. You become less attentive over time to people who gave you incomplete briefings or long email that didn’t start out by explaining why reading it would be a good use of time. It ends up narrowing what information you actually sees and how process it.
  3. People-dependency. Leaders with long-term power develop “people-dependency.”

With this type of support, after several years in a job, a leader can forget how to do the simplest of things.  The challenge is how to stay grounded while living through it and finding the grace to unwind it afterward.

People with power tend to become more “disinhibited” over time. They become less sensitive to others’ interests and experiences; they begin to feel unconsciously entitled to efficiencies designed to meet their needs over others’.  This grows over time, and can limit your creativity and willingness to engage with certain types of people and in certain types of problem-solving. So, it’s important that we, as human leaders, periodically step back and test how truly open and flexible our minds are.

9. Elevate cognitive performance.
(Daniel Burrus, 10/04/2018)

Elevating cognitive performance is a game changer for organizations.

How well is your team doing on the eight performance indicators of cognitive effectiveness. ?

When reviewing each performance dimension, think about where your teams stand with respect to their cognitive effectiveness. Then prioritize which performance  dimensions are important to you and your organization at this time to help it learn, grow and compete more effectiv

  1. Critical thinking. How well does your team think critically about risks and benefits? 
  2. Stake holders communication. How well does your team advance decisions with stakeholders?
  3. Cognitive collaboration. How well does your team achieve breakthroughs during collaboration?
  4. Decision execution. How well does your team execute decisions with foresight? 
  5. Performance conditions. How well does your team establish upper and lower thresholds for thinking and communications?
  6. Performance compliance. How well does your team incorporate performance conditions during thinking and communications?
  7. Uncertainty monitoring. How well does your team anticipate disruption?
  8. Perfromance advisory. How well does your team strengthen the performance of other teams?

10.  Le manager et l’autorité.
(Patrick Bouvard, 11/10/2018)

Se poser la question : « Ai-je besoin d’affirmer ou de réaffirmer mon autorité ? » C’est un mauvais signe ; car nous n’avons besoin d’affirmer que ce qui est remis en cause. 

Pour affirmer notre autorité, nous passons alors dans… l’autoritarisme ! Nous interprétons la moindre contradiction d’un collaborateur comme de l’insubordination ; et l’arbitraire reprend ses droits. Mais l’autoritaire n’a plus d’autorité, si l’on y réfléchit bien. C’est pourquoi il ne peut mouvoir ses semblables qu’en recourant au jeu dangereux des menaces et des promesses.

L’autorité se définit comme le droit ou le pouvoir de se faire obéir sans recours à la contrainte physique ou morale. Le terme « autorité » est issu du latin « auctor », dérivé de augere : celui qui accroît, qui augmente, amplifie, d’où la notion de créateur, fondateur, auteur.

La confiance fonde l’autorité. Ce n’est pas le commandement et l’obéissance qui  importentmais le fait que l’ordre ou la référence donnés dépasse, dans la perspective d’une œuvre commune, celui qui les donne ou celui qui les reçoit : le premier commande au nom d’autre chose que de lui-même (de son pouvoir, de son gré, de son humeur, etc.); et il en est de même pour celui qui reçoit, qui obéit au nom d’autre chose que de la seule soumission: ils sont partenaires au service d’une cause commune.

Cela implique que qui commande n’est pas « supérieur » à qui obéit, mais reste son égal dans la perspective d’une finalité que tous deux doivent connaître et dont tous deux auront à répondre, chacun dans son domaine .


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