... FAVI, ayant opéré une démarche de transformation culturelle pour aller d'un mode de management hiérarchique classique vers un mode “libéré” dont l'équation serait: Liberté + Responsabilité = Bonheur + Performance.
With the collaborative economy pushing businesses into the next phase of social business, executives must learn how to motivate, encourage and lead employees [and customers too] in a way that adds value to everyone involved in the collaborative work environment. Employees and customers are collaborating on products, services and content more than ever before. In preparation for the collaborative economy, consider what role do executives play in fostering a collaborative environment when employees and customers can receive what they need from each other?
L'ambition de cette nouvelle structure qui bénéficie du renfort d'Epitech (une école de développeurs informatiques): aider des porteurs de projet à concevoir rapidement les produits ou les services de demain.
The holiday season is my favorite time of year for two reasons: the holidays themselves and business planning. Proper business planning requires significant reflection, an activity that Lean Leaders embrace and do regularly and less effective leaders often skip.
While individuals are eagerly embracing new knowledge-sharing technologies, research from the Deloitte Shift Index suggests that outdated institutional structures continue to inhibit organizational knowledge flows.
Comme beaucoup d'entre vous, nous nous sommes inspirés du modèle de la fonderie FAVI impulsé par Jean-François ZOBRIST. Véritable pionnier de la libération, Jean-François fait donc parti des « cas » étudiés ...
"As an undergraduate engineering student I spent a term in the offices of a nuclear power company writing standards. I sat at a desk, with a typewriter, and nuclear engineers fed me information while I wrote the standards. Standard 300.47.3.1. I had never been to a nuclear power site and had no idea what I was writing about, and I am pretty certain nobody at the site had memorized the tens of thousands of standards. They were aimed at the Nuclear Regulatory Commission who audited the company so we could prove we were safe. To the best of my knowledge pieces of paper never prevented a nuclear crisis."
"As Henry Ford put it in his prophetic book Today and Tomorrow, “If you think of “standardization” as the best you know today, but which is to be improved tomorrow—you get somewhere. But if you think of standards as confining, then progress stops.” Properly used standards become a basis of comparison between what you are trying to achieve and where you are."
Les Échos Management : les jeunes dirigeants privilégient créativité et ... Les Échos Plus ouverts, plus réactifs et privilégiant le travail collaboratif, les jeunes dirigeants ont des méthodes de management qui tranchent avec celles de leurs aînés.
"The idea that business is strictly a numbers affair has always struck me as preposterous. For one thing, I’ve never been particularly good at numbers, but I think I’ve done a reasonable job with feelings.
Culture is key: Watch this video to learn what business leaders can do to strengthen their company's culture so it can better fuel success. (#Culture is key. 84% of survey respondents say it’s #critical to business success.