Management, leadership, changements organisationnels, projets
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10 Ways to Spot Authentic Leaders

10 Ways to Spot Authentic Leaders | Management, leadership, changements organisationnels, projets | Scoop.it
Authenticity, like trust, feedback, and empowerment are words tossed around in leadership circles likes nuts at a squirrel buffet. But, talk isn’t always cheap. Words change lives and organizations...

Via Anne Leong
Daniel Tremblays insight:

Au delà du très bon article,  il y a un commentaire émis en bas de page qui a attiré mon attention:

 

"Authenticity develops by knowing who you are, what you stand for, and always standing for that."

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al Transformation: Five Simple Things Successful People Do

al Transformation: Five Simple Things Successful People Do | Management, leadership, changements organisationnels, projets | Scoop.it
Digital Transformation: Dan Fiehn the group IT Manager for Markerstudy Group explores five simple things that successful people do to transform effectively.
Daniel Tremblays insight:
Back to BASIC:

Boldness
Astuteness
Simplicity
Intensity 
Curiosity

Ai-je besoin de traduire?

J'aime bien également les raisons qui font que les gens abandonnent:

TIME – Plus long qu'on pensait... 
OWNERSHIP – Pas totalement vendu à l'idée ... 
DIFFICULTY – Plus difficile qu'on l'imaginait ... 
DISTRACTIONS – Beaucoup d'autres choses à faire ... 
MAINTENANCE – Ça va être trop compliqué à supporter ...

C'est quoi VOTRE raison ?
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There Are Two Types of Performance — but Most Organizations Only Focus on One

There Are Two Types of Performance — but Most Organizations Only Focus on One | Management, leadership, changements organisationnels, projets | Scoop.it
There’s a time to stick to your strategy and a time to divert from it.

Via Bobby Dillard
Daniel Tremblays insight:
"Essentially, tactical performance is how well you stick to your plan, and adaptive performance is how well you diverge from your plan. Every high performer needs both."

"Adaptive performance ... allows organizations to create value in a world filled with ... volatility, uncertainty, complexity, and ambiguity, where technology and strategy changes rapidly."

Oui, ça prend des règles et du contrôle. Mais on doit être aussi en mesure de s'adapter à un environnement complexe et changeant rempli d'incertitudes et d'ambiguités...


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Strategic Agility: What Exactly Does It Mean? - FutureLab

Strategic Agility: What Exactly Does It Mean? - FutureLab | Management, leadership, changements organisationnels, projets | Scoop.it
Strategic agility is an organization’s ability to think ahead of the market, quickly mobilize itself, adapt to market shifts, fill capability gaps, capture new revenue ahead of the competition, and even create new markets. Strategic agility requires going outside of systems, structures, and processes, and allowing fluid organization of teams to achieve loosely defined missions. It is an innovation playground.

Let’s break this down into the three things that strategic agility requires. First, is the ability to bring speed (sense and response) into the system, not only through turning ideas into prototypes, but also by employing speed in key decision points. 

The second requirement is clarity and stability. Clarity, in this case, is about identifying innovation hot spots and the key hypotheses that we are trying to validate. Stability refers to permanent and committed spaces and resources so that it’s not a one-time play. 

The third key to strategic agility focuses on deleting or suppressing organizational memories. These are legacies that, 99% of the time, actually prevent a company from moving forward and reinventing themselves. 

Via CYDigital/marteq.io
Daniel Tremblays insight:
L'agilité stratégique implique que l'organisation développe de nouvelles capacités (capabilities), un nouveau type d'organisation, un nouveau mode de gestion.  Devant des projets perturbants, les vieux modèles de gestion vont simplement ajouter plus de contrôle, plus de gouvernance, plus de processus de gestion, une structure plus lourde, tout ça dan l'espoir de rendre l'organisation plus agile.  Ce faisant, c'est le contraire qui se produit ...

"Strategic agility means new organizational design, new capabilities, and new ways of managing...   One thing is for sure: When you have an executive team that has been used to the same managerial hierarchy for the past 20 years, they’ll depend on what’s worked historically when that system is slowly being dismantled. They will simply move the boxes around to create an almost-identical organizational chart. They will exert more control over risky projects, add governance, add processes, and add structure, all in the hopes of making the enterprise more agile. But to deeply embed agility into your organization, you need to rethink the hierarchy entirely."
CYDigital/marteq.io's curator insight, September 17, 2017 6:06 PM

It's an agile world.

 

Not having a fun time with IT? Contact marketingiIO: we can act as your buffer to get the job done. #MarTech #DigitalMarketing

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The psychology of change management | McKinsey

The psychology of change management | McKinsey | Management, leadership, changements organisationnels, projets | Scoop.it
Although breakthroughs have been made in explaining why people think and behave as they do, these insights have in general been applied to business only piecemeal and haven’t had a widespread effect. Recently, however, several companies have found that linking all of the major discoveries together in programs to improve performance has brought about startling changes in the behavior of employees—changes rooted in new mind-sets. Performance-improvement programs that apply all of these ideas in combination can be just as chaotic and hard to lead as those that don’t. But they have a stronger chance of effecting long-term changes in business practice and thus of sustaining better outcomes.

Via David Hain
Daniel Tremblays insight:
Quatre conditions pour mener une transformation culturelle:

1) Donner du "sens" au changement et y croire
2) Renforcer les comportements désirés
3) Développer les nouvelles compétences requises
4) Tous les niveaux de gestion doivent montrer l'exemple
David Hain's curator insight, January 8, 2018 6:08 AM

Four timeless pillars that underpin behaviour change programmes.

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Transformational leadership: 5 big mistakes execs make

Transformational leadership: 5 big mistakes execs make | Management, leadership, changements organisationnels, projets | Scoop.it
Working to become a transformational leader who inspires people amid great change? Avoid these common missteps.
Daniel Tremblays insight:
Intéressante distinction entre "transformational leadership" et "transactional leadership".  Un leader doit être en mesure de balancer les deux styles...

Interesting comparison between transformational leadership and transactional leadership.  A leader needs to play on both styles...
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11 #Leadership Guidelines for the Digital Age

11 #Leadership Guidelines for the Digital Age | Management, leadership, changements organisationnels, projets | Scoop.it

Ten years ago, when we would ask senior executives or company directors what “digital” meant to them, their response would usually be something related to social media. Today, it might be apps, Big Data, 3D printing, “the cloud” or another current example of digital technology. All such answers are equally correct – and equally in error. More important than the specific innovations introduced by the digital revolution is their earth-shaking cumulative impact on business and on organisations. There is no border anymore between the pre- and post-digital worlds. Digital is business and business is digital.

Yet, top corporate leaders are not taking charge of digitalising their organisations, as was made clear to us by a survey we conducted in 2016 – to which 1,160 managers, executives and board directors responded – that developed into a report available for free online. We discovered that most board members lack the knowledge and awareness necessary to lead a digital transformation.


Via Ricard Lloria
Daniel Tremblays insight:
A few clips (et leur traduction libre)

"Digital advantage resides largely in the opportunity to customise not only products and services but also organisational strategy and structure" - on ne peut pas juste améliorer nos services; on doit ajuster nos stratégies et notre structure organisationnelle.

"The digital revolution is indeed cultural, not merely technological." - La transformation digitale est d'abord une question de culture organisationnelle.

"Digitalisation demands a greater level of collaboration." - On doit implanter une culture de collaboration au sein des organisations...

"Digitalisation is about continuous management of change" - Développer notre capacité à constamment s'adapter au changement.

Not so easy for organisation ...  Pas facile pour les organisations ...
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Working with your #Leadership Vision  

Working with your #Leadership Vision   | Management, leadership, changements organisationnels, projets | Scoop.it

A vision is your overview of the way things could be.  It is your clear image of what you are working towards.  In your role as a leader, you can see how things could be improved and made better.  Putting all these pieces together in a format of how things should be will give you your overall leadership vision that helps you to get your ideas across powerfully, accurately, and quickly.  Once you have a vision, you tell people about it and use it to lead people.


Via Ricard Lloria
Daniel Tremblays insight:
"Effectively communicating the vision means living the vision; that means doing what you say and practicing what you preach."

One thing is not clearly stated in the article.  The vision has to be communicated with our heart and soul; not only with our head.  As en employee, we must FEEL that the vision is sincere, genuine, authentic, ...  We must BELIEVE in what the leader says (and not only understand what he is saying).  Without the personnal involvement from the leader, the vision communicated may remain only bla bla bla.

Combien de fois voyons-nous des situations où les "bottines ne suivent pas les babines"...  Ou qu'on ne sent pas l'authenticité derrière le message...
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Guiding the Organizational Change Journey

A Hero's Journey perspective on guiding organizational change and transformation and comparison to traditional change management approaches, including aspects of motivation, emotions, positive focus and alignment with the organization's core ideas and strategy. Extensive use of organizational change journey mapping and narratives in leadership. A proposal for epic servant leadership as the ideal guide for organizational change journeys.

Via David Hain, Kevin Watson
Daniel Tremblays insight:
Share your insight
David Hain's curator insight, March 10, 2017 6:23 AM

Really useful take from Arturo Bencosme on how too use the hero's journey as a change strategy. Love it!

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Are You Solving the Right Problems?

Are You Solving the Right Problems? | Management, leadership, changements organisationnels, projets | Scoop.it
Reframing them can reveal unexpected solutions.

Via Rob Kingston
Daniel Tremblays insight:
Au delà de la recherche des causes fondamentales, prendre un peu de recul pour reformuler le problème nous amène à imaginer des solutions qu'on aurait pas vu autrement ...
Rob Kingston's curator insight, March 10, 2017 12:22 PM
Reframe problems for better results
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How to use the new 70:20:10 rule for knowledge sharing

How to use the new 70:20:10 rule for knowledge sharing | Management, leadership, changements organisationnels, projets | Scoop.it
I discovered a new rule for knowledge sharing, the 70:20:10 rule. In any given company 10% of the employees is willing to actively share their knowledge. About 20% of the employees is willing to share knowledge if they are invited, and 70% will not share knowledge at all, they are just consumers. This is something…

Via Marta Torán, Dennis Swender, Mark E. Deschaine, PhD
Daniel Tremblays insight:
70:20:10 ...

10% des employés sont disposés à partager leur connaissance.

20% des employés vont interagir avec le premier 10%; donner leurs commentaires, bonifier, etc...

70% vont consommer le contenu sans interagir.

Les chiffres ne sont peut-être pas totalement exacts mais ça donne un ordre de grandeur quand on parle de partage de connaissance.  Il me semble que ça correspond pas mal à mon expérience dans quelques organisations ...

L'auteur, dans un autre article ( https://kasperspiro.com/2016/09/13/702010-and-user-generated-learning-no-way/ ) présente les objections les plus souvent utilisées pour ne pas adopter des stratégies de partage de connaissance et tente d'argumenter ...  Un peu "pitch de vente" mais on se reconnaît quand même dans les objections formulées.
Marta Torán's curator insight, February 10, 2017 3:30 PM

La regla 70:20:10 sobre cómo se comparte el conocimiento en las organizaciones.


El 10% comparte el conocimiento de manera activa - "El voluntario"


El 20% necesita un empujón. Comparten el conocimiento si son invitados - "El capaz"


El 70% se limita a consumir el conocimiento generado por otros -  "El perezoso"


 


Gran explicación de Kasper Spiro

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Eight obstacles to overcome in your digital transformation journey | ZDNet

Eight obstacles to overcome in your digital transformation journey | ZDNet | Management, leadership, changements organisationnels, projets | Scoop.it
The road to digital success is full of challenges, including change management, security, and legacy systems. Here's what you need to look out for as you digitize your business.
Daniel Tremblays insight:
Les 8 obstacles ...

1. Culture organisationnel (résistance et manque de leadership)
2. Enjeux de sécurité
3. Les systèmes patrimoniaux
4. Manque de clarté - ça veut dire quoi, transformation digitale?
5. L'iceberg digital
6. Manque de vision sur l'importance du digital
7. Ne pas comprendre les besoins du client utilisateur
8. Travailler seul à innover
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Raising your Digital Quotient | McKinsey & Company

Following the leader is a dangerous game. It’s better to focus on building an organization and culture that can realize the strategy that’s right for you.
Daniel Tremblays insight:
L'étude a analysé 150 grandes compagnies pour identifier les facteurs qui permettent à une organisation de se démarquer dans leur transformation digital. 

Elle en tire 4 grands points: 1) Posséder une stratégie claire 2) Développer des capacités adaptables au contexte (plate-forme IT modulaire, approches agiles, ...) 3) Une culture "agile" 4) Une organisation alignée sur les objectifs 

Quelques clips... 

o  L'expertise est cruciale. Mais elle peut être compensée jusqu'à un certain point, lorsque la culture organisationnelle favorise la vélocité, la flexibilité, les relations avec les partenaires externes et les habiletés d'apprentissage (essais et erreurs). 

o Le leadership digital doit développer une tolérance pour les initiatives audacieuses (les moins avancés dans leur stratégie digitale sont averses au risque) "... 

o Le plus grand facteur permettant de prédire l'efficacité d'un group, c'est la quantité d'aide que les collègues se donnent entres eux. La culture de la collaboration prend un importance primordiale dans la transformation digitale" (traduction libre) 

o Le leadership digital provenant de la haute direction est important mais la chose la plus importante, c'est que les gestionnaires intermédiaires suivent la parade. Ce sont eux qui vont faire de la transformation digitale un succès ou un échec!

o Certaines organisation (Axel Springer) a fait de la transformation digitale le principe d'organisation prédominant dans sa récente restructuration. On voit alors apparaître des unités distinctes alignées sur la stratégie digitale. Les équipes plus traditionnelles demeurent et vont évoluer en parallèle vers l'adoption des valeurs digitales. D'autres organisations ont mis en place des centres d'excellences en stratégie digitale. Les structures sont temporaires et changent au fur et à mesure que les compagnies évoluent.
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Intuition Is The Highest Form Of Intelligence

Intuition Is The Highest Form Of Intelligence | Management, leadership, changements organisationnels, projets | Scoop.it
Albert Einstein said, "The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift."

Via Oliver Durrer swissleap.com
Daniel Tremblays insight:
"If all you do is sit in a chair and trust your intuition, you are not exercising much intelligence. But if you take a deep dive into a subject and study numerous possibilities, you are exercising intelligence when your gut instinct tells you what is - and isn't - important."

Faire confiance à ses instincts mais travailler ensuite à démontrer logiquement que ça fonctionne!
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Assessing your organization’s digital transformation maturity

Assessing your organization’s digital transformation maturity | Management, leadership, changements organisationnels, projets | Scoop.it
While there are perennial capabilities and skills that are required for business success (e.g. investment, leadership, culture, change management and governance), digital transformation requires new capabilities that organizations need to acquire and develop mastery around.
Daniel Tremblays insight:
Interesting breakdown structure proposed by Mr Evans.  

Découpage intéressant des principaux facteurs nécessaires pour mener une transformation digitale...
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Creating A Culture That Fosters Digital Transformation

Creating A Culture That Fosters Digital Transformation | Management, leadership, changements organisationnels, projets | Scoop.it
While the thought of sweeping changes gives many people increased anxiety, it’s imperative that in any business its leaders come together to create and foster a culture that embraces digital transformation.
Daniel Tremblays insight:
Quelques extraits:

- decision makers must identify key business issues, not technology issues, that digital transformation can tackle.

- It is a cycle of change and progress, both from a technological and organizational standpoint.

- it’s imperative that in any business its leaders come together to create and foster a culture that embraces digital transformation.

- it’s about building an agile structure that can adjust to changing employee and customer needs as new technologies and platforms emerge to fuel another shift in this constant cycle of change.

- Choose a single partner: Multiple vendors can limit agility, flexibility and productivity, erasing the benefits of transformation.
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Cultivate coachability with these 5 mindsets

Cultivate coachability with these 5 mindsets | Management, leadership, changements organisationnels, projets | Scoop.it
The frustration was palpable within a group of leaders with whom I recently worked. They were in a tough spot. Competition was emerging from unexpected sources. Revenue was not tracking to meet expectations. The organization was responding with significant structural change. And these leaders had been told by executives that if the business was to survive, they had to improve their coaching ability and results.

Via Kevin Watson
Armando Garcia's curator insight, February 13, 2018 9:53 AM
A great resource about the coaching mindsets!!
 
rianne krielaart's curator insight, February 16, 2018 10:49 AM
Share your insight
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Leadership and Systems Thinking

Leadership and Systems Thinking | Management, leadership, changements organisationnels, projets | Scoop.it
Leadership and Systems Thinking - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This article examines the role of systems thinking and suggests how it might be of use to those who seek to influence organizations.

Via Ricard Lloria
Daniel Tremblays insight:
Dans un cadre de transformation, on doit adopter une pensée globale du système à transformer...
Kim Flintoff's curator insight, January 7, 2018 6:10 PM
Leadership and Systems Thinking - Free download as PDF File (.pdf), Text File (.txt) or read online for free. This article examines the role of systems thinking and suggests how it might be of use to those who seek to influence organizations.
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The skill you need now: presentation literacy

The skill you need now: presentation literacy | Management, leadership, changements organisationnels, projets | Scoop.it
TED curator Chris Anderson discusses the transformative power of speaking to an audience from the heart.
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Do You Lead or Follow?

Do You Lead or Follow? | Management, leadership, changements organisationnels, projets | Scoop.it
"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." —John Quincy Adams

"Leaders would rather make a decision and be wrong than suffer from the paralysis of indecision"
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The Secret Fear That Causes Bosses To Micromanage

The Secret Fear That Causes Bosses To Micromanage | Management, leadership, changements organisationnels, projets | Scoop.it
Why do bosses micromanage? Are they sadistically trying to cause us pain? Sometimes, but most of the time when you see a boss micromanaging, the root cause isn’t sadism, it’s fear. And there are three fears afflicting bosses that lead to much of the micromanaging w

Via Marc Wachtfogel, Ph.D.
Daniel Tremblays insight:
L'expert promu patron ...

"Bosses often start their careers as high-performing individual contributors. They’re expert in their individual role, they get noticed for doing superior work and then get promoted into a supervisory job. They were the best person in their individual role but now they’re managing a group of people who just weren’t as good. And they fear that if they put their name on work that’s not as good as they could have done themselves, they’ll look bad. 

The fear most responsible for causing bosses to micromanage is that 48% of bosses like to be seen as experts and authority figures"
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16Personalities

16Personalities | Management, leadership, changements organisationnels, projets | Scoop.it
Get a concrete, accurate description of who you are and why you do things the way you do, for free.  (test based on MBTI)
Daniel Tremblays insight:
Ça ne fait jamais de tort de bien se connaître.  Ce test est vraiment étonnant!
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A Beginner’s Guide to Org Design – The Ready – Medium

A Beginner’s Guide to Org Design – The Ready – Medium | Management, leadership, changements organisationnels, projets | Scoop.it
At The Ready we focus on organization design and the Future of Work. It’s a lens on management consulting that helps organizations, teams, and individuals think and act differently in the 21st…

Via Bobby Dillard
Daniel Tremblays insight:
I feel we are sticking to the old hierarchical "command and control".  The Frederic Laloux's "evolution breakthrough in human collaboration" figure, leading to the teal organization, is particularly interesting in my point of view ... 

Quelques modèles alternatifs à l'organisation hiérarchique traditionnelle en place dans la majorité de nos organisation.  La figure de Frédéric Laloux est particulièrement intéressante de mon point de vue ...
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Five winning plays for digital transformation | ZDNet

Five winning plays for digital transformation | ZDNet | Management, leadership, changements organisationnels, projets | Scoop.it
Improving customer engagement and modernizing IT systems are among the digital transformation projects with the highest chances of success. Here's how your business can get started.
Daniel Tremblays insight:
Des 5 facteurs de succès identifiés, j'en retiens particulièrement deux:

1. Mettre en place une équipe multi-discplinaire pour mener la transformation digitale

5. Moderniser la façon de gérer nos équipes TI
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The 5 Resources Model of Critical Digital Literacy

The 5 Resources Model of Critical Digital Literacy | Management, leadership, changements organisationnels, projets | Scoop.it
The model therefore provides an overarching framework against which groups can develop a shared sense of the parameters and scope of digital literacy. This can inform the curriculum and map to graduate attributes as well as contribute to staff development and employability agendas.

Via Nik Peachey
Nik Peachey's curator insight, March 6, 2017 1:20 AM

Really practical resources for exploring digital literacy.

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Transformational Leadership: Definition, Examples, Future

Transformational Leadership: Definition, Examples, Future | Management, leadership, changements organisationnels, projets | Scoop.it
Transformational leadership is designed to entice people to achieve extraordinary things. Here is a concise definition, including examples.

Via Dr. Susan Bainbridge
Daniel Tremblays insight:
Transformational leaders specialize in: 

* Working to change the system 
* Solving challenges by finding experiences that show that old patterns do not fit or work 
* Wanting to know what has to change 
* Maximizing their teams’ capability and capacity
Claude Emond's curator insight, February 25, 2017 8:50 AM

Transformational leadership - The only one with a future...and the only one that matters now!

Gianluca Casali's curator insight, February 25, 2017 4:08 PM

Transformational leadership - The only one with a future...and the only one that matters now!

Janita Keating's curator insight, March 3, 2017 6:12 AM

Love the quote, 'a bad system will beat a good person every time'