Management et organisation
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Management et organisation
Impact du management sur l'organisation et l'amélioration en entreprise
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Subjectivité de la valeur – Pierre Pezziardi, seconde partie | Les Managers IT

Subjectivité de la valeur – Pierre Pezziardi, seconde partie | Les Managers IT | Management et organisation | Scoop.it

Le contrat faisait 10 lignes !

Donc les gens ont réalisé que l’on peut piloter un forfait en agile et par la valeur ! On n’a pas contractualisé sur le cahier des charges. Le contrat faisait 10 lignes ! “Vous serez payés chaque fois que vous déployez (c’est à dire que vous débranchez l’ancienne application et branchez la nouvelle) chez un utilisateur, et qu’il vous dit c’est mieux qu’avant”. Après tout change !


Via Dominique DE PREMOREL
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Dominique DE PREMOREL's curator insight, September 5, 2013 8:39 AM

Excellent interview de Pierre Pezziardi, que l'on peut retrouver comme speaker à la conférence LeanIT Summit le 3 et 4 octobre à Paris (http://www.lean-it-summit.com/)

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Cours en ligne : moins d'un participant sur cinq est étudiant - Le Figaro

Cours en ligne : moins d'un participant sur cinq est étudiant - Le Figaro | Management et organisation | Scoop.it
Cours en ligne : moins d'un participant sur cinq est étudiant Le Figaro L'université d'Edimbourgh, qui édite six MOOC sur la plateforme géante d'e-learning Coursera -allant de la nutrition équestre à l'intelligence artificielle -, a fait ses...

Via Gilles Le Page
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Gilles Le Page's curator insight, September 5, 2013 9:37 AM

les Moocs connaissent un immense succès... surtout chez les cadres de plus de 30 ans.

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Top 13 Leadership Posts of 2013

The top 10 leadership pieces by LinkedIn Influencers have accumulated more than 6 million views & over 18,000 comments. Check out the full list: http://www.link

Via David Hain
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David Hain's curator insight, August 28, 2013 5:05 AM

The top 10 leadership pieces by LinkedIn Influencers have accumulated more than 6 million views & over 18,000 comments. Check out the full list: ...

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Lettre aux femmes qui veulent entreprendre

A celles qui en rêvent en secret, à celles qui l'ont fait, je dis bravo. Car la création d'entreprise, en France

Via Laurence Galambert
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Laurence Galambert's curator insight, August 27, 2013 2:54 AM

Un article coup de cœur pour encourager toutes les femmes qui rêvent de...ou se sont déjà lancées avec passion en tant qu'indépendantes.  Partagez largement cet article pour que nous soyons chaque jour plus nombreuses à OSER.

Catherine MILLET's curator insight, August 27, 2013 3:16 AM

Lettre aux femmes qui veulent entreprendre

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Leadership: Others do when leaders do - OnPointMessage

Leadership: Others do when leaders do - OnPointMessage | Management et organisation | Scoop.it

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” — John Quincy Adams John Quincy Adams’ quote above is decades old.


Via Patricia Clason, Rim Riahi, David Hain
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Naida Culshaw - facilitator + developmental coach + university lecturer's comment, August 26, 2013 6:21 AM
Love that "visual description" - exactly.
harish magan's comment, September 3, 2013 8:30 AM
Picture speaks a lot than words
Noemi's curator insight, October 30, 2013 10:13 PM

yes!

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Lippi, les recettes de l'alter management

Lippi, les recettes de l'alter management | Management et organisation | Scoop.it
Création de groupes de travail transversaux, communication via Twitter, auto-organisation... Chez Lippi, l'autonomie du collaborateur est la clef du développement de l'entreprise.

Via Xavier Medard, Chrystèle Garnier
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Thinking like a genius: overview

Thinking like a genius: overview | Management et organisation | Scoop.it
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David Hain's comment, August 23, 2013 3:21 AM
Excellent Karin, thanks as always!
David Hain's curator insight, August 23, 2013 3:21 AM

Excellent Karin!  Thanks as always.

Janine Lloyd's curator insight, August 29, 2013 4:08 AM

Thank you so much - very informative!

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The Golden Age Of Management Is Now

The Golden Age Of Management Is Now | Management et organisation | Scoop.it
We live in a golden age of management, that combines continuous innovation with disciplined execution. It is as passionately romantic as it is relentlessly practical. 24 recent books constitute a new canon of management.

Via Celine Schillinger, Pascale Mousset, Jean-Philippe D'HALLUIN, Fabrice De Zanet, Philippe Vallat
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Celine Schillinger's curator insight, August 11, 2013 6:50 PM

1.       From maximizing shareholder value to profitable customer delight.
2.       From sustainable competitive advantage to continuous strategic adaptation.
3.       From a pre-occupation with efficiency to co-creating value with stakeholders.
4.       From uni-directional value chains to multi-directional value networks.
5.       From steep hierarchies to shared responsibilities.
6.       From control and bureaucracy to disciplined innovation.
7.       From economic value to values that grow the firm.
8.       From command to conversation.
9.       From managing the machine to stewardship of stakeholders.
10.      From episodic improvements to a paradigm shift in management.

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9 Stages of Transformational Change

9 Stages of Transformational Change | Management et organisation | Scoop.it
The "Grief-Then-Growth" Cycle Transformational change just "feels" hard, don't you think? It's an unsettling, unpleasant, "when is life going to return to normal" kind of thing. At least that's the...

Via Dr. Susan Bainbridge
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Mark Taylor's curator insight, August 11, 2013 5:56 PM

J Curve with some new distinctions.

Begoña Iturgaitz's curator insight, August 12, 2013 4:30 AM

Do you see your teachers at any point of the continuum? Clarifying post

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How Leaders Can Address The Elephant(s) In The Room

How Leaders Can Address The Elephant(s) In The Room | Management et organisation | Scoop.it
Think in terms of three different types of issues and ways of dealing with them (or not):
1. Ignored: Tackle head on or defer
2. Imagined: Talk about to make disappear
3.

Via The People Development Network, Create Wise Leader, Les Howard, David Hain
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Ivon Prefontaine, PhD's curator insight, August 9, 2013 1:00 PM

Need to address the elephants for creativity to flourish.

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Où est la valeur de ce que nous proposons ? at Lean & SI – Lean IT

Où est la valeur de ce que nous proposons ? at Lean & SI – Lean IT | Management et organisation | Scoop.it
Communauté Lean & SI (Institut Lean France – Telecom ParisTech)

Via Dominique DE PREMOREL
Anne-Laure Delpech's insight:

Une question essentielle ! 

 

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Dominique DE PREMOREL's curator insight, August 1, 2013 5:19 AM

Cette question revient en permanent pour chaque nouvelle proposition de projet. C’est le résultat qu’a obtenu la CIO Ailsa Beaton après l’adoption du lean au sein de son département informatique au service de la police de Londres.


Ailsa Beaton, DSI du Met, savait que la réduction des dépenses sans affecter la qualité des services serait plus qu’un simple exercice de « serrage de ceinture ».

Elle a donc supervisé elle-même le déploiement de la méthodologie Lean au sein de la Direction pour :

Obtenir le meilleur rapport valeur/coût dans ce qu’elle faisaitTout en gardant de la capacité à innover
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« L’échecophobie », gangrène de la société Française

« L’échecophobie », gangrène de la société Française | Management et organisation | Scoop.it
Ce que je dénomme par «échocophobie» c'est la peur maladive de l'échec à la Française.

Via Loïc CARO, E-Mind
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E-Mind's curator insight, July 31, 2013 2:18 AM

La peur de l'échec fait-elle partie de notre culture?

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How to disagree

How to disagree | Management et organisation | Scoop.it
I had a young, new member of the leadership team I lead ask me, “What do you want me to do when I disagree with you?” You should also know he reported to me. ***** “If everyone is thinking alike, t...

Via John Michel, Jean-Philippe D'HALLUIN
Anne-Laure Delpech's insight:

la citation de Patton est très juste et mérite à elle seule la lecture de l'article. 

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John Michel's curator insight, July 26, 2013 12:03 AM

Vitality, innovation, even passion are born in controversy, contradiction and discomfort. Doing something that stands out requires you or your organization to stand out. Standing out means you’re fighting the current, going against the status quo, in a word, disagreeing.

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Waste audit form from Toyota Material Handling UK


Via Michel Baudin
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Michel Baudin's curator insight, September 5, 2013 9:35 AM

This form is of interest because it comes from Toyota. Note that, in Toyota literature, to "add value" means physically changing the product. It is not used in the US Lean sense of something a customer is willing to pay for.  

 

The labels for some of the waste categories are unusual. "Defects" is here labeled "Rework," which seems to exclude the option that defective products are just scrapped. 

 

This audit form has no checkboxes, but instead blocks of space to enter free text. It is even followed by an overall "Notes" section. 

 

What this says is that the purpose of the form is to prompt teams to observe and record their findings. It is not about scoring areas or lines on any scale. It is to help improvement efforts, not benchmark against others. 

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Dealing with Ambiguity: The New Business Imperative

Dealing with Ambiguity: The New Business Imperative | Management et organisation | Scoop.it

Via Daniel Watson
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Sigrid de Kaste's curator insight, September 1, 2013 6:55 PM

Yes...definitely essential for business owners to become skilled at dealing with many faceted projects and products...how are you coping?

Jenny Ebermann's curator insight, September 4, 2013 4:09 PM

This is exactly what you will learn when immersing yourself into Personal Leadership (PL). Definitely not easy but worth a try!

Bryce Wettstein's curator insight, September 15, 2013 8:37 PM

This is a great article about how to deal with ambiguity in a business. It gives a few tips on different ways to cope with uncertainty and to aid with decision-making during those stressful times. It also talks about not being afraid to be wrong, and that when you are wrong, first fix the problem and then frame it as a learning opportunity instead of dwelling on the negative. Especially important is #8 which speaks on "gut feelings" and how to listen to them.

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Graham Brown-Martin : 'We continue to use technology to reinforce 19th century teaching practice'

Graham Brown-Martin : 'We continue to use technology to reinforce 19th century teaching practice' | Management et organisation | Scoop.it
The new WISE Publication, to be released in 2014, will focus on the link between new technologies and learning.

Via Ana Cristina Pratas
Anne-Laure Delpech's insight:

from the article : 

"However I feel the issue is more complex than our ability to create these new technologies. Rather it is our capacity as a society to embrace and do the right things with them that is the biggest challenge."

 

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The Discipline of Innovation - The Discipline of Innovation

The Discipline of Innovation - The Discipline of Innovation | Management et organisation | Scoop.it
My goal here is to help people that are trying to build a better world. I want to help make work more interesting. I hope that we can work together to do that. This is why we need to think of innovation as a discipline.

Via David Hain
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David Hain's curator insight, August 26, 2013 8:52 AM

From the blog...

 

In the introduction to a reprint of Peter Drucker’s article The Discipline of Innovation in a best of Harvard Business Review edition, the editor writes:

How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the same as other business activities. Indeed, innovation is the work of knowing rather than doing.

In other words, innovation is not an art, it’s a discipline – and that’s why I’m changing the name of the blog to The Discipline of Innovation.

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The Soul-Freeing Art of Exploration

The Soul-Freeing Art of Exploration | Management et organisation | Scoop.it

I have news for you: nobody that has ever changed the world knew exactly how they would do it when they started. Every step in the plan wasn’t set in stone at the beginning. The path was created as they went along.


Via Kenneth Mikkelsen, Ivon Prefontaine, PhD, David Hain
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Ivon Prefontaine, PhD's curator insight, August 16, 2013 9:17 PM

Increasingly, we need to add back the soul we lost in our work. Soul offers us voice.

Jenny Ebermann's comment, August 17, 2013 11:47 AM
...and true being!
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In Praise of Laziness

In Praise of Laziness | Management et organisation | Scoop.it

THERE is a never-ending supply of business gurus telling us how we can, and must, do more. Sheryl Sandberg urges women to “Lean In” if they want to get ahead. John Bernard offers breathless advice on conducting “Business at the Speed of Now”. Michael Port tells salesmen how to “Book Yourself Solid”. And in case you thought you might be able to grab a few moments to yourself, Keith Ferrazzi warns that you must “Never Eat Alone”.

 

Yet the biggest problem in the business world is not too little but too much—too many distractions and interruptions, too many things done for the sake of form, and altogether too much busy-ness. The Dutch seem to believe that an excess of meetings is the biggest devourer of time: they talk of vergaderziekte, “meeting sickness”. However, a study last year by the McKinsey Global Institute suggests that it is e-mails: it found that highly skilled office workers spend more than a quarter of each working day writing and responding to them.

 


Via The Learning Factor, David Hain
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The Learning Factor's curator insight, August 16, 2013 1:33 AM
Businesspeople would be better off if they did less and thought more.


Lydia's Marketing & Communication Consulting's comment, August 16, 2013 10:54 AM
Amen
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Four key questions to help identify your organization's future leaders

Four key questions to help identify your organization's future leaders | Management et organisation | Scoop.it
In today's business world, emotional intelligence has been identified as the key ingredient in successful leadership. Here are four key questions that will help determine the individuals within your ranks that have what it takes to lead.

Via Amy Ragsdale, HR Trend Institute, David Hain
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Miklos Szilagyi's curator insight, August 14, 2013 10:39 AM

A good one... one more about the Y gen, which bosses they will make? Surely, they will break down the hierarchy (they hate hierarchy), empowerment, engagement are their force... they should be careful also with some elements of the boss' job (until there will still be some...):

- they like cooperation, collaboration but sometimes a boss has to make decisions which will not be very popular, they should get used to this...

- they operates in great transparency... well, they cannot share the next week firing round...

- they like when work and privat life are overlapping, friends like to work together... well, if the boss will wake in the subordinate friend's flat in the Saturday morning, it's ot impossible that the friend will ask for a favor on the Tuesday morning...

- They like to be sucessful, cheered, and therefore they have a tendency to avoid risks...

- They are great in instant messages through the day but ot so much in serious, difficult communicational situation...

 

So, the advantages have their counterpart... those of them aspiring for executive positions, they should learn couple of things which will not come to them naturally...

Scott Span, MSOD's curator insight, August 14, 2013 10:40 AM

How are you planning...?

Ivon Prefontaine, PhD's curator insight, August 14, 2013 10:55 AM

Four excellent questions presented.

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10 problèmes de management qui font que vos meilleurs employés démissionnent.

10 problèmes de management qui font que vos meilleurs employés démissionnent. | Management et organisation | Scoop.it

Via Nathalie Olivier, Loïc CARO
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Guidelines for Fast Lean Transformation | M. Zinser & D. Ryeson | HBR Blog

Guidelines for Fast Lean Transformation | M. Zinser & D. Ryeson | HBR Blog | Management et organisation | Scoop.it
One of the most common mistakes that companies make when embarking on a lean program is trying to do too much at once. These "boil-the-ocean" initiatives are long, costly and often end up stalling under the weight of their own...

Via Michel Baudin
Anne-Laure Delpech's insight:

and read Michel Baudin's insight too. 

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Michel Baudin's curator insight, August 10, 2013 10:33 AM

Scoop It just brough my attention to this 2 1/2-year old article by BCG consultants Michael Zinser and David Ryeson. Their key point is that a successful Lean implementation must start with a small number of well-chosen, pilot projects, and I agree. 

 

I do, however, part company with them on two other issues. First, they only speak the language of money, relentlessly bringing up costs, savings,  payoffs, metrics and incentives. I understand that this language is familiar and attractive to top management.

 

The article only cites examples of improvements that have a direct economic impact, but there are many aspects of Lean for which the relationship is indirect. Scoring a goal in tonight's game has a direct impact on performance; building a championship team doesn't.

 

Which brings me to my second disagreement with the authors:  there is no consideration in their article of the need to develop the organization's technical and managerial skills. They are just assumed to be there. 

 

Lean is about developing a team that is able to compete at the highest level in your industry. If you already have such a team, you are probably not looking to implement Lean. If you don't have it, you can't start projects as if you did. Instead, you have to focus on projects that your team can do today and that will start it on its way. The biggest payoff and the practically possible do not always match. 


This perspective is missing in their guidelines. 

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Simple Made Easy

Simple Made Easy | Management et organisation | Scoop.it
Rich Hickey emphasizes simplicity’s virtues over easiness’, showing that while many choose easiness they may end up with complexity, and the better way is to choose easiness along the simplicity path.
Anne-Laure Delpech's insight:

Excellent presentations.

It's for programmers but almost everything can be used to think about simplicity in everything we do, including work organization. 

(En anglais, sans sous-titres.)

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Brene Brown and the Power of a Vulnerable Leader

Brene Brown and the Power of a Vulnerable Leader | Management et organisation | Scoop.it
As studied by Brene Brown, entrepreneurs who embrace vulnerability are the ones who are able to take on risks and accept defeat without giving up.

Via Dr. Susan Bainbridge
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Begoña Iturgaitz's curator insight, July 31, 2013 6:04 AM

Very useful insight that really makes a difference in undesrstanding key points for an educational leader. Access  the video at http://youtu.be/X4Qm9cGRub0

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Work organisation and employee involvement in Europe

Work organisation and employee involvement in Europe | Management et organisation | Scoop.it

This report explores the opportunities open to employees in workplaces across Europe to participate in decision-making, either in the context of their job or in relation to wider organisational issues affecting their work. Employee involvement is a key component of work organisation, relating to other dimensions such as physical working conditions and work intensity. Two dimensions of employee involvement are covered: task discretion – or the influence that employees can exercise over their immediate work tasks – and organisational participation – or the influence that employees have over work organisation. While in the EU27 as a whole there are limited opportunities for employees to participate in decision-making, the findings point to the clear benefits for employees in working in organisations that give greater scope for their involvement. Crucially, employee involvement has been shown to have a positive effect on employee motivation and psychological wellbeing, critical elements in fostering enhanced work performance and company productivity. An executive summary is also available.


Via socialedialoog.be, Pharmacomptoir / Corinne Thuderoz
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