Adherence to reality, the new challenge of management ?

What do the failures of Kodak or Nokia, the disengagement of employees in large organizations and the success of entrepreneurship have in common? Much more than one might think. In all three cases, it is a question of adherence to reality, and the future of management has a lot to do with this question.

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Why Transforming an Organization is Difficult: Resources, Processes, Values and the Migration of Skills

Why do organizations find it difficult to change when facing a disruption? The question is not new but it continues to puzzle researchers and managers alike. Part of the answer lies in the observation that over time, what an organization knows migrates: its capability initially lies in its resources (especially human), then it evolves to processes and finally to values. It is at this last stage that change is the most difficult.

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Stop Bothering your Employees with Entrepreneurship

It is decided, the theme of your next company convention will be “All entrepreneurs!” You’ll talk about Google, Tesla, Facebook, plus a Chinese champion for good measure. The manager of your Lab in San Francisco will come to talk about the latest local innovations. You will show a film that will explain “the six qualities of a good entrepreneur” with rock opera music. After a closing speech by the leader who, in essence, will say that it is only a matter of courage, the roadmap will be clear.

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Organizational transformation: The method is you

Following one of my interventions in a seminar on transformation, some participants regretted that I did not propose a method. This is not the first time that, faced with the difficulty of leading an organizational transformation, the need for a method has been strongly expressed. But I resist it because I am convinced that not only is transformation not a question of method, but that a method, whatever it may be, is often an obstacle to its success.

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Entrepreneurship for all: the beautiful story of Madame Tao

Overwhelmed by stories of fundraising, pitches, startups, incubators and the frenzy of hackathons, we often forget that the vast majority of the entrepreneurial phenomenon is in fact fairly mundane and banal. Well banal, in a way. Let’s say that the heroism of some entrepreneurs is far from the kind we hear and read all the time in the media. Nothing illustrates this better than the story of Madame Tao, which seems to have come out of a fairy tale.

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Effectual leadership: How to (really) transform organizations by learning from entrepreneurs

In 1934, a visionary General De Gaulle explained how the massive use of tanks in time of war could give a decisive advantage. The tanks were known since the First World War, but they were only used as reinforcement of the infantry. De Gaulle proposed to revise this conception completely and place it at the center of the military effort. He was not listened to except by the German general Guderian who put this idea into practice successfully a few years later … against France.

The same is true for the transformation of organizations: the importance of integrating entrepreneurs has long been recognized and organizations have made efforts in this direction, but only in order to become more entrepreneurial. It is this conception that must be revisited: entrepreneurs should not just come to reinforce the existing management, but contribute to transform it by their principles of action. Let’s see how.

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Artificial Intelligence: Your Next Competitor Will be a Centaur – Are You Ready?

On May 11, 1997, Garry Kasparov was defeated by Deep Blue. For the first time, a world chess champion was defeated by a machine. Kasparov later said that he was actually beaten by a sophisticated alarm clock, because Deep Blue used only brute force, not really intelligence, to evaluate possibilities. Nevertheless, the blow was real and Kasparov started thinking about the implications of artificial intelligence (AI); his reflection sheds light on the future of work and the strategic issues AI poses for companies.

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