Food for Thought about the Next-Generation Organizations

 

 

 

 

 

 

 

Category Archives: Change is mandatory

Et si Change4win était conçu pour “servir l’important” et faciliter la mission du “Chief Chaos Officer” d’Olivier Zara ?

Faut-il créer un poste de Chief Chaos Officer ? – Management de l’intelligence collective

Extrait du livre “La stratégie du Thé, agilité, innovation et engagement dans un monde digital, incertain et complexe” : Un leader paradoxal se sentirait moins seul pour relever les 7 défis s’il pouvait compter sur l’aide d’un Chief Chaos Officer qu’on pourrait traduire par Directeur du Chaos. Il s’occuperait de l’important (concevoir) tandis que la logique de l’Ordre est centrée sur l’urgent (exécuter). Il s’agirait donc de créer une fonction spéciale : un gardien de l’important.

Transform – or Die ! Do You Own the Future ?

“Four global megatrends drive business today : Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Why does transformation matter ? Stay relevant, survive and prosper !”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The language of innovation and how people understand the term is vague and fuzzy at best ; dangerous at worst. This can cripple organizations.”
“There is no such thing as an innovation culture. If you can’t even develop a common language and understanding around the term innovation, how can you then create a culture around it ? Answer : You can’ so stop talking about an innovation culture !”

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“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Strong organizations do four things very well : They listen, adapt, experiment and execute better than their competitors.”
“Corporate transformation. How do you get started ? What is the right structure ? Experiment ! A hint : Go all in on digital !”
“Work with the unusual suspects – internally as well as externally.”
“External collaboration can only reach its full potential when all business functions get involved. Go beyond products and technologies ; solve challenges, but don’t forget to pursue opportunities.”
“Learn to communicate better and differently – or fail !”
”If you want to change the perception inside your organization, the outside voice is the most important.”
“Strong change teams know they can´t do it by themselves ; they become facilitators and integrators. Education is a key objective.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration : Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Everyone ask themselves a very simple question : What´s in it for me ? – know the answer before you start your initiatives.”

Transform – or Die ! Do You Own the Future ?

I am starting a movement for the people who own the future. The people who know about corporate transformation, digitalization and disruption– and can

Entreprises : comment durer sur le long terme – Entreprendre.fr

Les dirigeants et entreprises qui durent :
– Une adaptation permanente au marché,
– Adaptation et compétence,
– Faire vite et faire bien,
– Ne pas rechercher le profit à court terme,
– Satisfaire 100 % de nos clients,
– Un dirigeant doit être proche de l’opérationnel,
– Un management participatif,
– Une forte expertise,
– L’importance du facteur humain