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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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L’effectuation et ses 5 clés pour créer : la fin des créateurs d'entreprise super-héros , Actualités - Les Echos Entrepreneur

L’effectuation et ses 5 clés pour créer : la fin des créateurs d'entreprise super-héros , Actualités - Les Echos Entrepreneur | Management et organisation | Scoop.it
L’effectuation, c’est une nouvelle manière d’envisager la création d’entreprise. Une méthode, 5 principes-clés et un...
Anne-Laure Delpech's insight:

Des principes intéressants sur la création d'entreprise, les entrepreneurs et la nécessaire itération proné par le lean. 

 

 

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« L'organisation où les salariés sont libres vaincra toujours les concurrents traditionnels »

« L'organisation où les salariés sont libres vaincra toujours les concurrents traditionnels » | Management et organisation | Scoop.it

Professeur à l’ESCP et co-auteur de « Liberté & Cie, Quand la liberté des salariés fait le bonheur des entreprises », Isaac Getz est spécialiste de l’innovation et du leadership libérateur. Il propose aux entreprises et à leurs dirigeants une méthode pour repenser et transformer leur modèle managérial en levier de croissance.


Via Franck Rykaczewski
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Brigitte Friang's curator insight, March 7, 2013 3:02 AM

La liberté des salariés dans l'entreprise améliore leur motivation et leur dynamisme et à ces titres est un des facteurs de la qualité de vie et de bien-être

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« Il faut dire merci aux salariés qui font des erreurs » - Rue89

« Il faut dire merci aux salariés qui font des erreurs » - Rue89 | Management et organisation | Scoop.it
Apprendre de ses erreurs ? Les patrons français rejettent cette vieille leçon. A tort : une méprise à l'hôpital ou une petite chute sur un chantier en disent beaucoup.
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Innovation de rupture : comment rechercher l'inimaginable

Innovation de rupture : comment rechercher l'inimaginable | Management et organisation | Scoop.it

Dans une économie qui se transforme à des vitesses de plus en plus rapides, l’innovation classique, incrémentale, a cessé d’être une protection suffisante contre l’obsolescence des produits ou la concurrence des nouveaux acteurs du marché qui veulent monter en gamme. Pour survivre, les entreprises doivent adopter un comportement révolutionnaire, l’innovation de rupture.

  


Via Isabelle Russier, Lockall, nicolas enderle
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Béatrice Rivalier's curator insight, March 4, 2013 4:03 PM

Le manager doit choir entre deux risques : emprunter la voie de la rupture avec ses aléas ou affronter la menace que font peser les concurrents qui montent en gamme dès que l’ancienne technologie de rupture est devenue banale. Les erreurs de jugement se payent très cher. L'IE est là pour maîtriser les risques de l'innovation de rupture !

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Lean Technology Transformation: Leadership and their Role in Value Delivery

Lean Technology Transformation: Leadership and their Role in Value Delivery | Management et organisation | Scoop.it

Via Stéphane Roquet
Anne-Laure Delpech's insight:

some excerpts of this very interesting post :

"The essential purpose of a leader is to do one thing: create and empower change. Without a good leader, nothing changes."

"Senior management has an essential role in establishing conditions that enable the effort to succeed. Their involvement includes establishing governance arrangements that cross divisional boundaries, supporting a thorough, long-term vision of the organization's value-producing processes, and holding everyone accountable for meeting value driven commitments. This is accomplished through regular, direct involvement and understanding their role in empowering their employees (who should be considered your intellectual capital).   Without this vision any value driven initiative (Lean, Six sigma, Theory of Constraints, agile) will only be seen as the flavor of the month."

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Mastering The Art Of Bosslessness

Mastering The Art Of Bosslessness | Management et organisation | Scoop.it
Conventional wisdom says that when it comes to managing a company, we need organizations to be highly ordered, with a strong and well-defined structure, plus rules and regulations, led by a strong boss.But what if that's wrong?

Via Fabrice De Zanet
Anne-Laure Delpech's insight:

FAVI encore ! 

Très bon article, en anglais. 

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donhornsby's curator insight, February 25, 2013 9:20 AM

(From the article): Accountability is to the customer and to the team, not a boss--FAVI people are free to experiment, innovate, and solve problems for customers. They're known for working off-shift to serve customers or to test out new procedures. Equipment, tooling, workspace, and process redesign all rest in the hands of those doing the work.

Jean-Philippe D'HALLUIN's curator insight, February 25, 2013 3:35 PM

Want to know more about FAVI ?  http://www.favi.com/managf.php

Great reading in french !

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Appartenance et résilience collective

Appartenance et résilience collective | Management et organisation | Scoop.it
Sylvaine Pascual – Publié dans Regards croisés / Relations      

 

Tout au long de l’histoire, l’être humain a traversé mais aussi initié des changements profonds… en groupe. La tribu, c’est quand même rassurant, car les épreuves, les changements inattendus ou non désirés sont plus faciles à traverser à plusieurs, le sentiment d’appartenance permettant une forte résilience collective.


Via Loïc CARO
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On Purpose

On Purpose | Management et organisation | Scoop.it
This machine is a Purpose Obfuscation O-meter. (Work out the acronym for yourself). I know you love my drawings. A lot of organisations use these devices. This is how they work: A customer or servi...
Anne-Laure Delpech's insight:

great drawings which show us that we need to listen ! 

It's for all service providers, let's not forget that manufacturers also provide services with their products. 

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Life Is In Permanent Beta: The Startup Is You

"How do you survive and thrive in this fiercely competitive economy? You need a whole new entrepreneurial mindset and skill set. Drawing on the best of Silicon Valley, The Start-Up of You helps you accelerate your career and take control of your future–no matter your profession."


Via Guillaume Decugis, Robin Good
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A Stupidity-Based Theory of Organizations - Alvesson - 2012 - Journal of Management Studies - Wiley Online Library

A Stupidity-Based Theory of Organizations - Alvesson - 2012 - Journal of Management Studies - Wiley Online Library | Management et organisation | Scoop.it
Anne-Laure Delpech's insight:

Might explain a lot to all who are sometimes baffled by what companies do and workers say. 

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Reportage : le web, c’est bon aussi pour les ouvriers

Reportage : le web, c’est bon aussi pour les ouvriers | Management et organisation | Scoop.it
Management :
Chez Ferrand SAS, une entreprise de 40 personnes située à quelques kilomètres d’Angoulême (Charente), les ouvrières seront...
Anne-Laure Delpech's insight:

intéressant. 

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Please Don’t Steal THIS Idea – Paying a % Bonus for Cost Savings | Mark Graban

"In the Kaizen approach, stealing the ideas of others isn’t a negative thing. If somebody else implemented an idea and you can use that idea in your area, a Kaizen organization ENCOURAGES the borrowing, stealing, adoption, and adaptation of ideas. There’s no shame in that. This idea was being preached at one hospital I visited yesterday, which was nice to see.

But… USA Today had a blurb the other day about one idea you shouldn’t steal. It’s an idea that’s already proven not to work – paying bonuses based on the value of improvement ideas."


Via Michel Baudin
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Michel Baudin's curator insight, February 16, 2013 10:00 AM

Mark exposes a "common sense" payment scheme that in fact discourages teamwork and turns employees into bounty hunters who withhold information from each other.

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Mastering the art of disruptive innovation in journalis By Clayton M. Christensen, David Skok, and James Allworth

Mastering the art of disruptive innovation in journalis  By Clayton M. Christensen, David Skok, and James Allworth | Management et organisation | Scoop.it

Harvard Business School professor Clayton M. Christensen’s theory of disruptive innovation provides a framework to understand how businesses grow, become successful, and falter as nimble start-ups muscle in on their customers. It’s a familiar story, one that has played out in the steel and auto industries, among others. Now Christensen, in collaboration with 2012 Martin Wise Goodman Canadian Nieman Fellow David Skok, has applied his analysis to the news industry. Their goal in “Breaking News” is to encourage news executives to apply the lessons of disruption to the media industry as a means of charting new paths to survival and success.


Via Ana Cristina Pratas, Robert
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Wanna Sabotage Your Lean Implementation Effort? Try This | Lonnie Wilson | IndustryWeek

Most facilities that fail in a lean implementation have failed to create stable process flow. And by stable I mean statistically stable -- a process that is predictable. (Wanna Sabotage Your #Lean Implementation Effort?

Via Michel Baudin
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Michel Baudin's curator insight, March 6, 2013 8:30 AM

The way I read Lonnie's article, he is saying that neglect of the engineering dimension of Lean manufacturing is the primary cause of implementation failure. I agree. It is a long article, but worth reading.

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La prise de décision, tout un art !

La prise de décision, tout un art ! | Management et organisation | Scoop.it
"On verra bien!" La formule est un classique en période de crise. Bien des managers que l'incertitude désarçonne repoussent ainsi l'heure de vérité. Ils préfèrent laisser le système décider pour eux. Et vous?

Via Philippe Vallat
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Miklos Szilagyi's curator insight, March 5, 2013 2:38 AM

Si vous êtes en doutes, lisez cet article et ca peut vous aider... Il n'a pas une seule décision parfaite, "non" est aussi une décision, ne pas changer en est aussi une... alors...

Sophie Colas's curator insight, March 5, 2013 4:23 AM

Le lâcher prise, faire confiance en son intuition : la clef pour s'affranchir de ces peurs.

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Gilbert Naud, HCLT France : « Il faut une révolution de la fonction de manager » | Collaboratif-Info

Gilbert Naud, HCLT France : « Il faut une révolution de la fonction de manager » | Collaboratif-Info | Management et organisation | Scoop.it

A lire sur colloboratif-info, la revue professionnells en ligne des pratiques collboaratives : 3 questions qui fâchent à... Gilbert Naud, Business development director chez HCL technologies

2 interviews flash à retrouver toutes les semaines sur www.collaboratif-info.fr

A venir : Isaac Getz, Jean-François Zobrist, Anthony Poncier..;

 


Via Fabrice De Zanet
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Toyota, Respect for People (or “Humanity”) and Lean

Toyota, Respect for People (or “Humanity”) and Lean | Management et organisation | Scoop.it
Blog post at Lean Blog : A principle that has been often discussed (and hopefully practiced) in the Lean community over the past few years is usually described as

Via Michel Baudin
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Michel Baudin's curator insight, February 26, 2013 9:46 AM

Great post, Mark. In concrete terms, I have found disrespect easier to explain than respect.

 

For example, giving a person a job that requires doing nothing 50% of the time is saying "your time is worthless," and therefore "you are worthless."  Many managers do not think in those terms, particularly where labor is cheap.
Ignoring complaints about minor safety issues, like sharp edges on a cart, is also showing disrespect.

There are many such aspects that are prerequisites to asking people to participate in improvement and contribute ideas.

 

The Frank Woollard quote in Bob Emiliani's comment explains why you should pay respect to your people. It's not about being nice. In the long run, you cannot compete unless your organization fires on all intellectual cylinders.

dumontis's curator insight, February 26, 2013 10:10 AM

Also commented on this. IMO, "respect" goes even further than "just" respect for people. As you indicated as well, respect also implies not accepting work practices that endanger people's safety, waste people's valuable time as well as the customer's money. But also respecting the product, respecting suppliers and respectng internal customers. And even respecting standards, as standards (together constituting the "XPS") should reflect the cumulative, evolving experience of all sites over time.

Therefore, in the end, culture (and the aspect of "respect") cannot be "disconnected" from what Lean actually ís.

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The unstoppable rise of the collaborative economy |  REconomy

The unstoppable rise of the collaborative economy |  REconomy | Management et organisation | Scoop.it

My work at REconomy Project has inspired me to believe that a credible alternative to our current system is now emerging at an incredible rate. In this 12 minute TEDx talk I explore the unstoppable rise of the collaborative economy. The problem is that I’ve long been a fan of TED and given the opportunity to do a talk i got so nervous and cut the talk short by about 5 mins. Firstly, here’s the video of the talk and below i’ve elaborated some of the missing detail. Some of the most important gaps are in the information economy and collaborative economy sections. In fact i’m still learning so it’ll all evolving!! I hope you think this is an “idea worth spreading”.

About the author:

Shane is an REconomist, entrepreneur, environmentalist and dreamer. He left the UK at 17 to discover the world, without money, direction or date of return – just a fascination for big questions like “is a better world possible?” 20 years later, his current work with the Transition Network’s REconomy Project exposes him to the rise of the new economy and a possible answer. Shane is a co-founder of the REconomy Project and also runs a small carbon consultancy.

 

Credits: The excellent work of Fiona Ward and Arthur Brock has been credit in the text.


Via Christophe CESETTI
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"L'autorité ne se décrète pas, elle se gagne" - Les Échos

"L'autorité ne se décrète pas, elle se gagne" - Les Échos | Management et organisation | Scoop.it
Les Échos (Communiqué de presse)
« Les employés sont prêts à se mobiliser, à condition que l'exemple ...

Via catherine wilmart
Anne-Laure Delpech's insight:

   excellent

 

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catherine wilmart's curator insight, February 23, 2013 4:13 PM

Aujourd'hui à la retraite de la marine nationale l'amiral Lajous, "DRH de l'année 2012", plaide pour un retour à la vertu et à l'exemplarité des dirigeants 

Jean-claude Zaugg's comment, February 25, 2013 1:04 PM
La vertu opposée au tout pouvoir, tout argent ! Un retour du "sens" et de "l'exemplarité" indispensable pour retrouver l'envie "d'agir ensemble".
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The Top 10 Performance Factors for Teams

The Top 10 Performance Factors for Teams | Management et organisation | Scoop.it

Raise your hand if you love wasting time on:

Meaningless drivel.Frustrating stagnation.Superficial relationships.Worthless discussions.Trivial decisions.Mediocre results.Mundane impact.

If wasting time excites you, create dysfunctional teams.


Via Richard Andrews
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Christian Rohaus's comment, February 25, 2013 8:46 AM
It talks about how to correctly spend your time throughout the day which is a huge key towards success.
Brenda Wilson's curator insight, February 27, 2013 12:44 AM

It is indeed the small things that get in the way of successful teams, consistent progress and growing distaste for teams. When team members improve these factors, great things happen personally and professionally.

 

Brenda Wilson

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Si vous voulez aider quelqu'un : taisez-vous et écoutez !

Si vous voulez aider quelqu'un : taisez-vous et écoutez ! | Management et organisation | Scoop.it
Une des erreurs de vente la plus fréquemment répandue et dans laquelle je suis moi-même tombée à mes débuts est de ne pas ECOUTER. Je parle ici d’une écout
Anne-Laure Delpech's insight:

Ce très bon article parle de l'importance de l'écoute, pour vendre mais aussi pour aider les autres. 

La vidéo incluse, de Ernesto SIROLLI, sur Tedx, est à voir absolument par tous les consultants, entrepreneurs et commerciaux. E. Sirolli nous fait une brillante démonstration de ce que peut être un excellent conférencier et ce qu'il dit est riche d'enseignements. 

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The Top Ten Challenges in Time Management

The Top Ten Challenges in Time Management | Management et organisation | Scoop.it

Via Daniel Watson
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Daniel Watson's curator insight, February 19, 2013 10:05 PM


Time management tips abound everywhere, yet dispite the volume of advice made freely available, business owners as a whole, still seem to struggle to make more effective use of the time they have available to give to their business.


Obviously, tips alone are not enough change behaviour, and what appears to be needed is a clearer understanding of the challenges one faces and must overcome, to be better placed to make more effective use of time.


This excellent article, avoids providing the usual time management tips, and instead, it provides a list of 10 challenges business owners must work to overcome, before they can successfully make better use of their time.

donhornsby's curator insight, February 20, 2013 7:59 AM

(From the article): Challenge 1: I don’t know what I want. The best way of overcoming this problem is to set aside a little time every day just to think. The most successful people in the world recognize the need for think time, and make a conscious effort to set that time aside. For many it becomes a kind of ritual.

Craig Slepsky's comment, February 26, 2013 10:18 AM
Time management must always be a first priority.
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Why Great Leaders Make Bad Managers - and That's OK - Forbes

Why Great Leaders Make Bad Managers - and That's OK - Forbes | Management et organisation | Scoop.it

Leadership and management are very different skills. Yet most of the time, we expect corporate executives to wow us with their detail-oriented approach to management and then suddenly metamorphose into visionary leaders the moment they’re promoted. It doesn’t usually work out, says Annmarie Neal, the author of the forthcoming Leading from the Edge (ASTD Press, 2013).

 

A leader is somebody who sees opportunity and puts change in motion. A manager is somebody who follows that leader and sees how to structure things to create value for the company,” she says. “I’ve found that the best leaders weren’t really good managers.


Via Bob Corlett, JLAndrianarisoa, catherine wilmart
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donhornsby's curator insight, February 18, 2013 6:33 AM

(From the article): In a study she conducted when she was a top executive at a Fortune 500 firm, she discovered that “people who were out of the box, pushing the edge, thinking in terms of the horizon…got lower [performance] ratings than the people who could show crazy execution on nonsense.” It’s a huge mistake – and a missed opportunity – for corporations, she says. You have to be able to evaluate managers and leaders on the criteria that matter most for each: “You’ve got to change that system. You can’t really want a system where you say, ‘I prefer you to drive nonsense…and that matters more than the person who puts their neck on the line.’”

ManagingAmericans's comment, February 18, 2013 9:39 AM
Great insights Don. It is amazing to me how often we try and apply a preconceived box for a specific role and expect everyone to fit within that box.
Miklos Szilagyi's curator insight, February 19, 2013 4:34 AM

Well, interesting... I agree in a very limited degree... or rather not... I don't think that the B-W picture (either/or) is the adequate approach... I believe in the right proportion... In real big organizations, where the action radius of the leader is really broad and if, additionally, the strategic situation is on a very high level volatile might be that the leader-proportion is approaching the 100% but normally I don't think that Mintzberg's thoughts about the leadership/management (worth to read some of his books) has been so much the past...

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Le quotient émotionnel: fondation de la réussite

Le quotient émotionnel: fondation de la réussite | Management et organisation | Scoop.it
Seriez-vous d’accord avec l’affirmation suivante : « Le succès repose avant tout sur 80 % de psychologie et sur 20 % de mécanique, voire de technique.» La plupart des gens ont suffisamment de connaissances...

Via Loïc CARO, catherine wilmart
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Jean-claude Zaugg's comment, February 18, 2013 4:25 PM
Une nouvelle loi des 20/80 ? Le succès, c'est 20% de technique et 80% de relationnel?
Jean-claude Zaugg's curator insight, February 18, 2013 4:25 PM

Une nouvelle loi des 20/80: le succès c'est 20% de technique et 80% de relationnel ?

 

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How the CEO of Zappos Solves Problems

How the CEO of Zappos Solves Problems | Management et organisation | Scoop.it
Your worst problem is believing you know the problem, when you don’t. The next is solving it. Procter & Gamble set out to design new soap for cleaning floors. It’s a challenge because strong so...
Anne-Laure Delpech's insight:

problem solving : a skill at the root of every good solution

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