Shh…

Our professional exchanges are usually guided by a concern for efficiency. As much value as possible (for others and for oneself) must be created in as little time as possible. This leaves little room for… silence. And yet, so rich. Read more

Corporate (mono)culture

Corporate culture, where it exists, quite often functions like a monoculture. It acts as a filter, a unique perspective employees end up not seeing or questioning anymore. At that point, conformism becomes the most realistic, easiest and – most of all – safest choice. But not necessarily the best one. Read more

Being a manager doesn’t mean you have no talent

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I read more and more articles written by people who see hierarchies everywhere and absolutely reject the notion that we could do without it. I want to help bring a little clarity to the topic by calling a spade a spade! This belief, that “There always has to be a leader, or things won’t work” is hard to kill. And yet, it makes us suffer… and prevents autonomy through construction. Read more

Post-it’s are probably the most serious competitor for many software programs

I’ve been using visual management daily for several years now, and I still keep finding new advantages to it. It makes the process operable and operation modes and interactions visible. It contributes to transparency and, consequently, confidence within the company. Finally, it helps to make problems visible, to deal with them, and to ensure that team activities are in sync with the operational reality. Less known is the fact that visual management brings a different cognitive approach that fosters a more effective manager/employee relationship. And this is essential as far as change management is concerned. Read more

Not cooperating kills

When we cooperate, we use fewer resources, we perform better, we create more value. Conversely, when we don’t cooperate, we need more time, more equipment, more systems, more processes, more colleagues, more indicators, more stock, more capital… And this greater complexity, these rigidities, these frictions must, in the end, be offset by the employee’s individual efforts. To transform your organization, start by fostering cooperation. Read more

Holacracy: a zero-manager, all-leader organization

Zappos was an American start-up, a pioneer in online shoe sales. Today, it’s a diversified and e-commerce giant, bought by Amazon in 2009. Its strong, radical, client-centric corporate culture has become a model of its kind. It’s also one of the largest company to date to have chosen holacracy as an organization mode, the main objective being to boost growth without setting up a bureaucracy. Read more