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Rescooped by Nicolas Peltier from Conscience - Sagesse - Transformation - IC - Mutation
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« La vision de l'entreprise en tant que forteresse... c'est révolu » (Isaac Getz)

« La vision de l'entreprise en tant que forteresse... c'est révolu » (Isaac Getz) | Making Business serve Mankind | Scoop.it
Isaac Getz promeut le concept d'« entreprise libérée » permettant de doper la rentabilité en misant sur l'initiative et la responsabilisation des collaborateurs. Mais pour lui, la mise en place de technologies collaboratives ne sert pas à grand-chose si l'on ne change pas la manière de travailler.

Via Christine Marsan
Nicolas Peltier's insight:

De la nécessité profonde de changer de "management" ! by Isaac Getz

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Christine Marsan's curator insight, June 2, 5:18 PM

Heureuse que la Tribune pousse les lignes !!! ON va bientôt être au chômage car le monde aura vraiment changé, chic!

Rescooped by Nicolas Peltier from L'entreprise digitale
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Mobile Eating The World

Talk on Mobile Eating The World Benedict Evans, Strategy Consultant, Enders Analysis at the ArabNet Digital Summit 2013, June 24-26, Dubai, UAE

Via Xavier Mouly
Nicolas Peltier's insight:

Relevant view of the growing place of mobility in our world in a flew slides. The scale of the change versus "usual" IT is impressive.

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Nicolas Peltier's curator insight, December 5, 2013 10:50 AM

Relevant view of the growing place of mobility in our world in a flew slides. The scale of the change versus "usual" IT is impressive.

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“Le fait de gagner de l’argent doit avoir un sens”

“Le fait de gagner de l’argent doit avoir un sens” | Making Business serve Mankind | Scoop.it
Pour ce proche du dalaï-lama, le capitalisme peut se réinventer dans le respect de l’autre. Mais il faut, pour y parvenir, neutraliser les quelques égoïstes qui font leur loi.

Via Michel CEZON, hvdk
Nicolas Peltier's insight:

#MatthieuRicard 's view on capitalism today : there are positive dynamics, still too much "greediness" oriented behaviors impacting the entire planet/population. A long way to go, certainly, but the way to go, certainly as well.

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Michel CEZON's curator insight, October 1, 2013 2:49 PM

"Il faut arrêter de sacrifier la qualité de vie au travail au nom d’un hypothétique rendement. A long terme, de telles pratiques n’ont pas de sens. Les entreprises qui mettent l’accent sur le bien-être réussissent bien mieux sur leur marché que les autres."

Une autre vision du management qui donne une raison d'être professionnelle porteuse de sens.

Merci

Rescooped by Nicolas Peltier from Happy at work, you're kidding ?
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Gary Hamel: Management needs to be reinvented

Author and London Business School professor Gary Hamel welcomes you to the Management Innovation Exchange (The MIX). Gary is Innovation Architect at the MIX,...

Via Geemik Maria Açucena Da Silva, Lodicee, hvdk
Nicolas Peltier's insight:
Gary Hamel: Management needs to be reinvented
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Et s'il valait mieux avoir des salariés heureux, surtout en période de ... - La Tribune.fr

Et s'il valait mieux avoir des salariés heureux, surtout en période de ... - La Tribune.fr | Making Business serve Mankind | Scoop.it
Et s'il valait mieux avoir des salariés heureux, surtout en période de ...
La Tribune.fr
En période de récession, les salariés craignent plus que jamais pour leur emploi.

Via hvdk
Nicolas Peltier's insight:

Happy... is an end in itself, and if it helps perfomances, it is a nice side effect. But should remain a side effect.

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Rescooped by Nicolas Peltier from The New Reality of Work
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What Job Candidates Really Want: Meaningful Work

What Job Candidates Really Want: Meaningful Work | Making Business serve Mankind | Scoop.it

What talented people want has changed. They used to want high salaries to verify their value and stable career paths to allow them to sleep well at night. Now they want purposeful work and jobs that fit clearly into the larger context of their career. And that means they want jobs that are sensible parts of an ongoing journey through a series of professional endeavors — not some supposedly linear path toward "success".

 

The difficulty is that companies haven't quite figured out how to provide this. In fact, for all its accomplishments, business in the 21st century has a dirty little secret: Statistically speaking, companies aren't sure how to hire the right people.

 

Recruiting, staffing, and hiring-support services is a $16B industry, yet 52% of U.S. employers report having difficulty filling key roles. A 2012 Pricewaterhouse Coopers survey found that 60% of CEOs did not believe they had the talent they needed to be successful, and one in four had to delay or forego market opportunities and strategic initiatives because they didn't have the right talent.


Via HR Trend Institute, Denis Pennel
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Flexible Work Can Revolutionize Your Company (If You Do it Right)

Flexible Work Can Revolutionize Your Company (If You Do it Right) | Making Business serve Mankind | Scoop.it

I'll come right out and say it: It is Tuesday at 9:07 am and I am blogging from home. In fact, my entire team is working from home, like we do every Tuesday.

It's a team I would not be on, were it not for our company's profound respect for the freedom to work from wherever we want, as long as we get results. What we care about is incredible people who forge ahead to deliver exceptional work, not bodies in seats at a set time and place.

 

My last full-time job was at Amazon.com, where I oversaw the marketing department. Leaving that company -- brimming with creative, brilliant colleagues who were changing the world -- was the hardest thing I ever did in my career. But I could not reconcile my long hours away from my young son and daughter. For too many evenings, we were an incomplete family. They ate dinner with their Dad while the fourth place at the table remained empty. As they uncovered the world, they had thoughts, stories and discoveries they eagerly wanted to share with me. But I wasn't there.

 

And so I left Amazon.com in 2000 and we returned to California. I found fulfilling part-time opportunities that let me contribute meaningful work while taking that fourth place at the dinner table in the evenings.

I joined oDesk after working part-time for so long that I believed I would never again join a company full-time. I even violated a second personal tenet: My firm line on distance, in which I would commute no further than San Francisco. Located in Redwood City, oDesk's offices are about three times further than I had promised myself I would go. Why did I break all my rules about work-life balance and commuting distance?

 

Because at oDesk, we are genuinely measured by the quality of our results, not the hours we spend in the office.


Via Marylene Delbourg-Delphis, ValerieMalaval, HR Trend Institute, Denis Pennel
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Jérôme Gloaguen's curator insight, March 1, 2013 5:54 AM

Cela semble tellement évidant. Embaucher des gens talentueux et pas en fonction des heures qu'ils passeront au bureau. Management par objectif avec reporting fréquent, outiller tout cela et ça devrait rouler ! 

Chris Morales's curator insight, March 1, 2013 8:25 AM

Today's Scoop:  How to do flexible work right #recruiter

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Future of Work Report 2013

As part of the popular series of 'Future of' reports, the creative agency PSFK has released a 140 page document that covers the new ways we are working and the implications for business and for workers.


Via Denis Pennel
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‘Mikoshi’ Management: How Kazuo Inamori Lifted Japan Airlines

‘Mikoshi’ Management: How Kazuo Inamori Lifted Japan Airlines | Making Business serve Mankind | Scoop.it
When Kazuo Inamori took on the task of leading the turnaround of Japan Airlines Co. in January 2010, he had precisely zero experience in aviation management.
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Nic Marks: 'Your boss's first duty is to make you happy' (Wired UK)

Nic Marks: 'Your boss's first duty is to make you happy' (Wired UK) | Making Business serve Mankind | Scoop.it
Happiness is a serious business, especially when it comes to the work place
Nicolas Peltier's insight:

Managers hold responsibility for their team's happiness ;-)

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Two Rules for Keeping Employees Happy and Engaged - Management Tip of the Day - December 17, 2012 - Harvard Business Review

Two Rules for Keeping Employees Happy and Engaged - Management Tip of the Day - December 17, 2012 - Harvard Business Review | Making Business serve Mankind | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.
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Big Idea 2013: Flexibility Without Shame

Big Idea 2013: Flexibility Without Shame | Making Business serve Mankind | Scoop.it
The US economic recovery is tepid at best, with growth in short supply. At the same time, progress on gender diversity has stalled, with the number of women in senior roles plateauing.Solving the
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What if Money didn't matter

How do you like to spend your life? What do you desire? what if money didn't matter? What if money was no object? What would you like to do if money were no ...
Nicolas Peltier's insight:

What do you REALLY want to do ?

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The Highest ROI Management Tool in Business

The Highest ROI Management Tool in Business | Making Business serve Mankind | Scoop.it
This image was recently emailed to one of the senior-most technology executives at LinkedIn. In case you can't read it, the text says:"Success is not the key to happiness. Happiness is the key to
Nicolas Peltier's insight:

The big value of a simple "thanks".

 

By the way, when we call "Thank you" a management tool, isn't the problem coming from where is "management"  at today ? 


What's a handshake ?

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Le principe de Peter, ou quand les incompétents prennent le pouvoir

Le principe de Peter, ou quand les incompétents prennent le pouvoir | Making Business serve Mankind | Scoop.it

« Dans une hiérarchie, tout employé a tendance à s’élever à son niveau d’incompétence » et« avec le temps, tout poste sera occupé par un employé incapable d’en assumer la responsabilité ». Depuis 40ans, le principe de Peter, du nom de son inventeur, agite le monde du management. De nombreux articles et ouvrages s’en sont d’ailleurs inspirés pour expliquer aux salariés comment « gérer un mauvais patron » ou encore leur fournir « les clés pour bienmanager son boss ».  En 2012, l’agence d’intérim Office Team dressait même les différents portraits robots qui évoluent dans cette hiérarchie si décriée : « le petit chef », « celui qui essaie de tout diriger », « le mauvais communicateur », « le saboteur » et « le lunatique ».


Via Franck Rykaczewski, hvdk
Nicolas Peltier's insight:

Il y a bien une nécessité à repenser en profondeur le management.

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La stigmergie: un nouveau modèle de gouvernance collaborative

La stigmergie: un nouveau modèle de gouvernance collaborative | Making Business serve Mankind | Scoop.it

Si le modèle concurrentiel crée des redondances et gâche des ressources sur la protection des idées, la publicité et autre, le modèle coopératif gâche beaucoup de temps et de ressources à discuter et à discuter les discussions. Entre ces deux modèles, la stigmergie, une nouvelle méthode de gouvernance inspirée du mode d’organisation des insectes sociaux, pourrait offrir un modèle alternatif plus adapté à la collaboration dans des grands groupes.


Via Edouard Siekierski, nicolas enderle, Claire Boutin, Barthox, hvdk
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Barthox's comment, July 11, 2013 4:55 AM
je dirais également "interpellant", mais à tester et valider ... :D
Claire Boutin's comment, July 11, 2013 5:12 AM
A lire les commentaires de l'artcle - Lilian Ricaud va visiblement bientot écrire un article partant d'une application concrète... A suivre donc !
Claire Boutin's comment, July 11, 2013 5:13 AM
En attendant un lien vers une reflexion collective sur le principe : http://www.lilianricaud.com/travail-en-reseau/reflexion-collective-sur-la-stigmergie-grace-a-la-methode-de-la-connaissance-creatrice/
Rescooped by Nicolas Peltier from Happy at work, you're kidding ?
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Future Organizations Will Be Do-Gooders

Future Organizations Will Be Do-Gooders | Making Business serve Mankind | Scoop.it

Does your employer care about you? 


Whether you believe research findings showing that 65% of employees are unhappy at work or that 68% of employees think that their bosses care more about their own skills opposed to inspiring the team to do great works, a gut check will reveal to most employees, including management, a dismal “no” to the question.


Via John Lasschuit ®™, hvdk
Nicolas Peltier's insight:

Workers expectations are changing .. And it's hopeful !

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Le vice inhérent au libéralisme

Le vice inhérent au libéralisme | Making Business serve Mankind | Scoop.it
Le constat est évident : le monde va mal. La pauvreté ne devrait que croître encore sous l'effet de la démographie mondiale, des problèmes écologiques et du choc du manque des ressources naturelles.
Nicolas Peltier's insight:

Je soutiens complètement l'idée que ce n'est qu'une évolution des consciences qui nous permettra de passer à autre chose. C'est finalement un choix individuel .. à promouvoir ;-). 

En revanche, il y a mille et une raison d'être optimiste sur ce changement, Cf le livre de Marc Luyckx sur le changement.

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Our future depends on the humanization of work

Our future depends on the humanization of work | Making Business serve Mankind | Scoop.it

One of the reasons that my focus is increasingly shifting to the future of work is that it is in fact a large part of the future of humanity. And if we don’t get this right it might not look pretty.

The two primary drivers of a changing work landscape in coming years remote work and work automation. Almost all work will be able to be done anywhere, and a growing proportion of today’s jobs will be supplanted by machines.

The replacement of human workers by machines is of course a large part of human history, and so far we have consistently created new jobs faster than old jobs have disappeared.

However machine capabilities – including robotics, spatial cognition, and natural language processing – are developing so fast that there is a real chance that there will be insufficient new jobs to replace the ones that disappear.

 


Via Trudy Raymakers, John Lasschuit ®™, Denis Pennel
Nicolas Peltier's insight:

This is one of the clearest explanations on the background of the change we are living now in the entire economy / society.

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"Don't Wait. Start Stuff. Live Now. Be Present. Live with Meaning and Real Intent."

"Don't Wait. Start Stuff. Live Now. Be Present. Live with Meaning and Real Intent." | Making Business serve Mankind | Scoop.it
Happiness interview: Richie Norton. I heard about Richie Norton's new book, The Power of Starting Something Stupid when a friend told me about it -- and what a great title, right? It reminds me of my resolution to Enjoy the fun of failure.
Nicolas Peltier's insight:

About happiness at Work, at home ...

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The age of man

The age of man | Making Business serve Mankind | Scoop.it

The sum of human experience is growing as the world gets older and lives longer.

 

The world's population surpassed 7 billion in 2011, only 13 years after marking the previous billion-person milestone. In that short time, the aggregate age of everyone alive rose by 46 billion to over 220 billion years lived. In 2011, the average person was just under 32, four years older than in 1950, when a mere 2.5 billion souls lived on Earth. Since then, thanks to economic growth and improvements in living standards, average life expectancy at birth has leaped by 20 years, to 68.

 

The UN's population projections show a continuation of this trend. By the end of this century the average person will be a little over 42 and newborns can expect to live to 81. The world's population will have stabilised at just over 10 billion and those people will have accumulated 430 billion years of human experience between them. Given the challenges the planet may be facing by then, it is to be hoped such experience brings them wisdom as well.


Via Denis Pennel
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Simple Secret For Happy Employees

Simple Secret For Happy Employees | Making Business serve Mankind | Scoop.it
Want to boost your employees' well-being? A new study weighs the emotional effects of workday duration, engagement, and time off. The results will surprise you.

Via Happy_Laurence
Nicolas Peltier's insight:

Engagement & Responsibility of managers in Happiness

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Your Employees Are Not Mind Readers

Your Employees Are Not Mind Readers | Making Business serve Mankind | Scoop.it
As a leader, what do you want to accomplish? Do your employees know what needs to be done to reach that objective? Do they know how you expect them to behave?
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Interview de Xavier Fontanet, l'ex-PDG d'Essilor : « Il faut diffuser de la confiance »

Interview de Xavier Fontanet, l'ex-PDG d'Essilor : « Il faut diffuser de la confiance » | Making Business serve Mankind | Scoop.it
Dirigeants :
De nombreuses enquêtes montrent un désengagement des salariés. Sont-ils mal managés ?

Avant de les manager, il faut leur...
Nicolas Peltier's insight:

Intersting view on management from an ex CAC 40 CEO

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La solution à la crise ? L'économie systémique | Le Cercle Les Echos

La solution à la crise ? L'économie systémique | Le Cercle Les Echos | Making Business serve Mankind | Scoop.it
Nicolas Peltier's insight:

Le nouveau paradigme de l'entreprise...

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L'Atelier de l'Emploi - ManpowerGroup's curator insight, January 22, 2013 11:37 AM

"Il nous faut donc créer un éco-système alternatif, capable de côtoyer le marché financier, tout en produisant les richesses (matérielles et sociétales) nécessaires à assurer une qualité de vie pour le plus grand nombre. Pour ce faire, nous devons satisfaire plusieurs exigences :

 

La première est d’établir une masse critique d’entreprises de croissance adaptative sur chaque territoire afin de ré-enrichir ceux-ci : rétablir un éco-système sain dans les pays riches qui se paupérisent, et établir une modalité de développement responsable dans les territoires émergents avant que les erreurs du passé ne soient répétées."

On retrouve ici l'esprit des préconisations de l'économiste Laurent Davezies  sur la "contre-attaque productive" pour relancer la croissance et l'emploi dans les territoires : http://www.manpowergroup.fr/la-contre-attaque-de-lemploi-les-economies-locales-face-a-la-crise-qui-vient/

L'Atelier de l'Emploi - ManpowerGroup's comment, January 22, 2013 11:40 AM
On retrouve ici l'esprit des préconisations de l'économiste Laurent Davezies sur la "contre-attaque productive" pour relancer la croissance et l'emploi dans les territoires : http://www.manpowergroup.fr/la-contre-attaque-de-lemploi-les-economies-locales-face-a-la-crise-qui-vient/.
Il insiste lui aussi sur l'aspect "mutualisation" des ressources et concentrations des forces autour de pôles/clusters, dont on connaît l'efficience en termes de croissance et d'emploi : http://www.manpowergroup.fr/infographie-territoires-la-polarisation-favorise-la-connexion-le-numerique-laccelere/.

Sans compter l'indispensable renouveau de la solidarité de proximité, "horizontale" : http://www.manpowergroup.fr/leconomie-sociale-et-solidaire-la-proximite-contre-la-crise-qui-vient/