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Rescooped by Nathalie Lagueux from Management - Innovation -Technology and beyond
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No Innovation Strategy Fits Every Problem, So You Need To Work With Full Toolbox ... 

No Innovation Strategy Fits Every Problem, So You Need To Work With Full Toolbox ...  | Performance organisationnelle | Scoop.it
It was with this in mind that I created the Innovation Matrix, the central framework featured in my book, to help leaders identify the right type strategy to solve the right type of problem.
- Sustaining Innovation: Most of the time, we’re trying to get better at what we’re already doing. We want to improve existing capabilities in existing markets and we have a pretty clear idea of what problems need to be solved and what skill domains are required to solve them.
- Breakthrough Innovation: Sometimes, as was the case with the example of designing a chip that could detect pollutants underwater described above, we run into a well defined problem that’s just devilishly hard to solve. In cases like these, we need to explore unconventional skill domains, such as adding a marine biologist to a team of chip designers. Open innovation innovation strategies can be highly effective in this regard.
- Disruptive Innovation: When Harvard Professor Clayton Christensen introduced the concept of disruptive innovation in his book, The Innovator’s Dilemma, it was a revelation. In his study of why good firms fail, he found that what is normally considered best practice — listening to customers, investing in continuous improvement and focusing on the bottom line — can be lethal in some situations.
- Basic Research: Pathbreaking innovations never arrive fully formed. They always begin with the discovery of some new phenomenon. No one could guess how Einstein’s discoveries would shape the world or that Alan Turing’s universal computer would someday become a real thing.

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Fouad Bendris's curator insight, March 18, 3:47 PM
When you have a really tough problem, it often helps to expand skill domains beyond specialists in a single field. These kinds of unlikely combinations that are key to coming up with elusive breakthroughs. In fact, in a study analyzing 17.9 million scientific papers researchers found that the most highly cited work tended to be mostly rooted within a traditional field, with just a smidgen of insight taken from some unconventional place. We need to start treating innovation like other business disciplines — as a set of tools that are designed to accomplish specific objectives. Just like we wouldn’t rely on a single marketing tactic for the life of an organization, or a single source of financing, we need to build up a portfolio of innovation strategies designed for specific tasks !
Rescooped by Nathalie Lagueux from Évolution organisationnelle
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Twelve Forces That Will Radically Change How Organizations Work: The New New Way of Working

Ranging from automation to demographic shifts to the rise of the freelance economy, these forces are revolutionizing the global market for talent. This report—the first in a series—takes a comprehensive look at how the forces will play out. Is your company ready?

Via Michel Bergeron
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Rescooped by Nathalie Lagueux from Évolution organisationnelle
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Gamers, artists, and citizens

Gamers, artists, and citizens | Performance organisationnelle | Scoop.it
Both the gamer and artist mindsets can help us navigate the network era. We need to probe the system, detect patterns, and create something new. It’s time to prepare for a hustle economy by becoming gamers, artists, and aggressively engaged citizens.

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Rescooped by Nathalie Lagueux from Make Work Meaningful by Jesper Outzen
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About Make Work Meaningful

About Make Work Meaningful | Performance organisationnelle | Scoop.it

II believe in a future where the majority of people can see the meaning of their work.

 

The purpose of this site - Make Work Meaningful - is to inspire you to do just that.

 

 

Your Challenge

Many employees are disengaged at work, growth possibilities are automatically reduced or even worse non-existent and the situation may consequently lead to national or even global economy problems. This is one of the primary reasons why companies need to pay much more attention to finding the meaning at work, both for themselves and the employees, and thereby increasing the number of actively engaged employees.

 

I conclude that three steps are essential when a leader wants to create a meaningful work environment:

 

self discoveryfinding flow at work leadership

 

When these three steps are connected they create a solid path in the meaning making proces and a foundation for a new business model.

 

 

You're welcome to connect with me via: 

 

LinkedIn: 

https://www.linkedin.com/in/jesperoutzen

 

 

Twitter: 

https://twitter.com/JesperOutzen

 

 

Homepage:

http://www.jesperoutzen.com/

 

 I hope you'll be inspired.

 

Enjoy!

 

Jesper 

 


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Rescooped by Nathalie Lagueux from actions de concertation citoyenne
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Design Thinking : un outil qui favorise l’innovation et remet en cause les CERTITUDES dans l’entreprise - HBR

Design Thinking : un outil qui favorise l’innovation et remet en cause les CERTITUDES dans l’entreprise - HBR | Performance organisationnelle | Scoop.it
Utiliser la méthodologie du design traditionnel permet à la fois de mieux comprendre les attentes des clients et d’accélérer l’innovation dans l’entreprise. Largement répandue dans les services, cette nouvelle approche gagne maintenant l’industrie.

Appliquer la façon de penser et les méthodes de travail des designers pour favoriser l’innovation dans les entreprises, c’est l’ambition du Design Thinking ou « Pensée Design ». Née dans les années 1970 aux Etats-Unis et issue de plusieurs courants de pensée en management, cette nouvelle approche a été élaborée par l’agence californienne Ideo. Son expansion a coïncidé avec l’apparition de la révolution digitale à partir de 2010.

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[PDF] The new Learning Economy and the rise of the Working Learner

[PDF] The new Learning Economy and the rise of the Working Learner | Performance organisationnelle | Scoop.it

Until recently, we thought of learning, working, and living as separate parts of our lives. In our younger years we went to school.  We spent our adult years working, and wove in personal events into the time that remained.  Now imagine a world where all of this has changed. In the not so distant future, working, learning, and living will become increasingly inseparable, not by choice, but in order to thrive in a rapidly evolving learning economy.

 

Today, working learners are all around us.  They are individuals who work for pay and are simultaneously going to school to earn a credential. Working learners are 21 million strong with 14 million in postsecondary education and training programs and another 7 million in high schools .

 

Low-income working learners suffer the most disadvantages by working and learning at the same time; however, intentionally linking working and learning through high school provides more opportunities than simply working full-time after high school graduation.

 

While this trend is propelled by working learners who are 30 and older, we need to also remove barriers for younger generations so they don’t get left behind.

 

The rise of the working learner signifies a dramatic shift in how we think about working and learning and what that means for overall life satisfaction: a new learning economy, so to speak. Just like any other economy, the new learning economy operates at many different levels: global, state, regional, and local.

 

Historically, research on working and learning has been analyzed and reported as parallel and separate paradigms with little or no intersection. These reports typically cover working or learning but not how they coincide and interact. With funding support from ACT Foundation and other partnering foundations, researchers have begun examining the intersection between working and learning and the implications for education and employment programs at all economic levels.

 

That’s why we have developed our new Working Learner Antholology of Recent Evidence, which provides a summary of the latest research findings and introduces possibilities that support the vision of a new learning economy where everyone is valued for their ability to perform, and where everyone has an equal opportunity to achieve greater life satisfaction for themselves and their families.

 

Research on working and learning is a new and emerging field and only recently have attempts been made to pull the two fields together.  ACT Foundation, seeing the possibilities and necessity for examination of this area, provided significant investments to bring together these two fields and to shed light on the complicated interactions that working learners face now.  As a result of these efforts, we have a better understanding of the trends, dynamics, barriers, and promising models to support the rise of the working learner.  This work has only just begun and will continue to evolve as new technology and innovative solutions are created to support successful outcomes to learn and earn simultaneously.

 

The new learning economy will give working learners greater access to relevant learn-and-earn opportunities, better connections to work pathways, clearer and more attainable learning outcomes, and increased life satisfaction.  The primary focus of ACT Foundation was to advance these trends in order to discover solutions to reduce the gap between the rich and poor and to increase the quality of life for underserved individuals.


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Oskar Almazan's curator insight, November 11, 2016 8:50 AM
Now imagine a world where all of this has changed. In the not so distant future, working, learning, and living will become increasingly inseparable, not by choice, but in order to thrive in a rapidly evolving learning economy.
Nevermore Sithole's curator insight, November 12, 2016 1:57 AM
Learning Economy
Willem Kuypers's curator insight, January 10, 2017 2:53 PM
Article intéressante, certainement en lien avec l'ère numérique ou l'homo numericus. 
Rescooped by Nathalie Lagueux from .Manager l'Être , Être Manager
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Les 7 mutations du management

Les 7 mutations du management | Performance organisationnelle | Scoop.it
Le management n'a plus l'ambition de se présenter comme une science exacte et nous voyons bien en quoi l'héritage laissée par l'organisation scientifique du travail se montre bien incapable de répondre à la complexité des enjeux auquels...
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Frédéric Brutier's curator insight, April 13, 2016 5:03 AM
1. Favoriser la proximité relationnelle 2. Accéder aux émotions 3. Privilégier la communication informelle 4. Considérer que le moment présent conditionne la préparation de l'avenir 5. Donner du sens aux missions et projets 6. Mettre en avant le contrat gagnant-gagnant 7. Valoriser les contributions
Helene de saint front's curator insight, April 29, 2016 12:27 PM
Les mutations d'un management enfin motivant:  1. Favoriser la proximité relationnelle 2. Accéder aux émotions 3. Privilégier la communication informelle 4. Considérer que le moment présent conditionne la préparation de l'avenir 5. Donner du sens aux missions et projets 6. Mettre en avant le contrat gagnant-gagnant 7. Valoriser les contributions. Un beau défi, qui paye largement quand on le prend!!
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Customer Journey Mapping -- the heart of Digital Transformation

Customer Journey Mapping -- the heart of Digital Transformation | Performance organisationnelle | Scoop.it

Customer Journey Mapping is at the heart of Digital Transformation.

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Rescooped by Nathalie Lagueux from Blue Sky Change
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How can you keep your staff onboard during periods of change?

How can you keep your staff onboard during periods of change? | Performance organisationnelle | Scoop.it
Change is necessary for all companies to grow: but how can you address understandable anxiety among staff when it happens?

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Rescooped by Nathalie Lagueux from Management de demain
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L'entreprise du futur - 4 - Le manager du futur - ParisTech Review

L'entreprise du futur - 4 - Le manager du futur - ParisTech Review | Performance organisationnelle | Scoop.it
L'idée d’un one best way, unique et salvateur, c’est du passé. Demain, l’autorité ne viendra plus du savoir. Quelles seront les qualités des managers?

Via Geemik Maria Açucena Da Silva
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Geemik Maria Açucena Da Silva's curator insight, December 1, 2014 4:29 AM

"Les leaders de demain devront être très « articulés », d’une intelligence analytique extraordinaire, c’est-à-dire capables de raisonner de manière hypothético-déductive mais aussi de raisonner de manière analogique"......."il est manifeste que l’entreprise du futur reposera avant tout sur la capacité à attirer les talents et sur le numérique. "

Philippe Prunier's curator insight, May 9, 2015 3:57 AM

Le savoir-être individuel et collectif à l'honneur.

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5 Big Changes Coming to Human Capital Management

5 Big Changes Coming to Human Capital Management | Performance organisationnelle | Scoop.it
The way we do work is always changing. As new technology continually makes us more efficient, and evolving collaboration strategies have a noticeable impact on the dynamics within the …
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Assignment Help's curator insight, January 16, 2015 4:20 AM

www.assignmenthelpsite.com

Alison McGrath's curator insight, January 17, 2015 7:26 PM

Engaging with your employees brings success #gettingtherightbalance

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Think Locally, Work Globally: The Keys to Successful Collaboration

Think Locally, Work Globally: The Keys to Successful Collaboration | Performance organisationnelle | Scoop.it
In a July 2012 study, McKinsey & Company found that 66 percent of CIOs from top-performing enterprises consider collaboration as key to driving innovation.1
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The Difference Between Governance and Management | Becker ...

The Difference Between Governance and Management | Becker ... | Performance organisationnelle | Scoop.it
Many non-profit Boards of Directors are working boards. They must attend to the functions of governance and management. Sometimes the distinction between the two gets lost. One way to think about the difference is to look ...
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Le « codéveloppement » : une méthode québécoise au service des entrepreneurs - HBR

Le « codéveloppement » : une méthode québécoise au service des entrepreneurs - HBR | Performance organisationnelle | Scoop.it
Comment exploiter l’intelligence collective lorsqu’on est entrepreneur ? Grâce à la méthode du « codéveloppement », qui permet aux créateurs d’entreprise de progresser avec l’aide d’un groupe de pairs. C’est une méthode d’apprentissage par l’action. D’origine québécoise, le « codéveloppement » professionnel a été théorisé dans les années 1980 par Claude Champagne et Adrien …
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Rescooped by Nathalie Lagueux from Supports for Leadership
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Want to Transform Your Organization? Here's Your Roadmap.

Want to Transform Your Organization? Here's Your Roadmap. | Performance organisationnelle | Scoop.it
A 125-year-old global logistics company created the ideal culture for continuous improvement -- and gave the rest of us a roadmap for success.

Via Jay, Mark E. Deschaine, PhD
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Rescooped by Nathalie Lagueux from Évolution organisationnelle
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Why Employees At Apple And Google Are More Productive

Why Employees At Apple And Google Are More Productive | Performance organisationnelle | Scoop.it
It’s a mix of organization, priorities, trust, and leadership.

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Rescooped by Nathalie Lagueux from E-Learning, Instructional Design, and Online Teaching
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Jane Hart: Learning in the Modern Workplace - it's more than (e-)Training

Jane Hart: Learning in the Modern Workplace - it's more than (e-)Training | Performance organisationnelle | Scoop.it
How much learning are you enabling in your organisation? Are you only creating, delivering and managing courses? Or are you supporting all the other ways people learn in the workplace? Don't get pa...

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Bloom Learning NZ's curator insight, February 19, 2015 5:52 PM

A great distinctuon of different types of learning! 

Viljenka Savli (http://www2.arnes.si/~sopvsavl/)'s curator insight, February 25, 2015 3:20 AM

Learning happens everywhere so take advantage of this fact in every situation and give learners opportunities to experience the modern learning space.

Michel's curator insight, February 12, 2017 4:04 PM
Repenser l'apprentissage organisationnnelle
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Comment le design THINKING redonne du souffle à la conduite du changement ?

Comment le design THINKING redonne du souffle à la conduite du changement ? | Performance organisationnelle | Scoop.it

Tout en s’appuyant sur les recettes qui font toujours le succès de la conduite du changement, le design thinking apporte un nouveau langage, revient sur certaines idées reçues et met l’accent sur de nouveaux concepts.

 

Recherche d’idées

Dans une démarche de conduite du changement classique, la méthode du brainstorming utilisée lors de la phase d’écoute reste un « must ». Aujourd’hui, la technologie permet à l’animateur de remplacer « les post-it volants » par des « post it digitaux » et de restituer pendant la séance.

Le principe de la restitution est en effet un des maillons forts de la démarche participative à condition d’en respecter les règles : diffuser peu de temps après la séance, expliquer pourquoi certaines idées ne peuvent être retenues et réserver l’exclusivité de la restitution aux participants avant une communication élargie.

Il est très opportun que les designers participent à ces séances de créativité collaborative. Ce sont pas nature des créatifs, ils développent durant leur formation et leur pratique professionnelle cette liberté de pensée et la posture consistant à remettre en cause ce qui est donné, à se méfier des présupposés, à toujours essayer de sortir du cadre, à faire un pas de côté, à ne rien prendre pour acquis de manière définitive, et à imaginer des solutions nouvelles.  Ils se nourrissent des contraintes et ont une forte appétence pour la complexité. Pour eux, les idées ne sont pas juste bonnes ou mauvaises. Au lieu de choisir une idée plutôt qu’une autre, il est souvent plus judicieux de créer un nouveau modèle permettant d’intégrer les deux.

 

Ces séances sont ni plus ni moins chronophages que les réunions, ateliers, ou encore workshop liés à une démarche participative classique et le design thinking réaffirme l’investissement nécessaire de ces séances  pour éviter en fin de projet des dérives de planning et des surcoûts budgétaires. Cela exige toujours beaucoup d’énergie et de persévérance pour éduquer le commanditaire à accepter la phase d’expérimentation qu’il pense souvent incompatible avec ses propres attentes de résultats rapides mais cela est sans doute une des clés importantes de réussite à court terme !


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Geemik Maria Açucena Da Silva's curator insight, January 15, 2017 10:54 AM
"Dans l’approche conduite du changement, La segmentation vise à analyser les niveaux de résistance au changement de la population cible. Le design thinking s’efforce de détecter les signaux faibles et de se concentrer sur les opportunités. Le design thinking s’intéresse également davantage aux personnes motrices qu’aux résistantes."
DocBiodiv's curator insight, January 17, 2017 2:05 AM
Le Design Thinking est une méthode d’innovation centrée sur la créativité. Il se déroule en 7 étapes : Définir (identification du problème), Rechercher (historique des problèmes, collecte des exemples d'échecs, rencontre avec le client), Idéater (identification des besoins et des motivations des clients finaux, remue-méninges), Prototyper (croisement et affinement des idées, créations de maquettes), Sélectionner (révision des objectifs, choix de l'idée), Implémenter (mise en place, plan d’action) et Apprendre (retour du client final, adéquation entre la solution validée et l'objectif initial, solutions d'amélioration). Envidoc avait proposé deux ateliers animés par Claire Chickly et Rémi Garcia-Kerviel - respectivement Responsable du développement chez Mindnews et Chargé de mission dans l’Economie Sociale et Solidaire.
Michel's curator insight, January 28, 2017 10:12 AM
C'est tout le principe de transparence qui amène plus de confiance et qui permet des solutions mieux adaptées
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How to Foster Curiosity and Creativity in the Workplace

How to Foster Curiosity and Creativity in the Workplace | Performance organisationnelle | Scoop.it
How important is creativity in business today? Some would say creativity is the birthplace of business. Others would agree that without creativity businesses quickly become irrelevant. If that is true, wouldn’t these same ideas apply to leaders in all businesses? John Quincy Adams once wrote, “If your actions inspire others to dream more, learn more, do more, and become more, then you are a leader.”

Via Stephania Savva, Ph.D
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The Nine Elements of Digital Transformation

The Nine Elements of Digital Transformation | Performance organisationnelle | Scoop.it

Digital advances create opportunities for companies to redefine nine key areas of their operations.

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Digital Transformation Is Not a Luxury. It’s a Necessity.

Digital Transformation Is Not a Luxury. It’s a Necessity. | Performance organisationnelle | Scoop.it

A digitally transformed organization is hyper-aware, predictive, and agile - with dynamic processes enabling it to adapt and thrive in an environment of near-constant change. Where should the #Csuite and their organizations begin their journey?

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L'entreprise de demain sera collaborative,celle d'aujourd'hui non

L'entreprise de demain sera collaborative,celle d'aujourd'hui non | Performance organisationnelle | Scoop.it
L'entreprise n'aura de raison de devenir pleinement collaborative qu'une fois qu'elle aura adapté son business model à l'ère digitale.

Via Geemik Maria Açucena Da Silva
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7 Ways to Build Influence in the Workplace

7 Ways to Build Influence in the Workplace | Performance organisationnelle | Scoop.it
Influence has countless benefits, and is a particularly lucrative asset in the business world. Here are seven ways to build your influence!
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Ian Berry's curator insight, January 16, 2015 11:11 PM

These are a good seven actions. For me influence is not power. Trust is power and from trust flows influence.

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From Management Consultant to Entrepreneur – A Roller Coaster Ride

From Management Consultant to Entrepreneur – A Roller Coaster Ride | Performance organisationnelle | Scoop.it
After graduating from Duke University with an MBA degree, I joined the management consultant army. I was a management consultant and a road warrior for 4 years. I was constantly on the road, planes...
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