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May

2012

L’architecture organisationnelle est sensible à l’échelle

"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"

organisationarchitecture.blogspot.fr/...ure-organisationnelle-est.html

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organization coordination dunbar scale scalability context teams management structure organizationaldesign lean interfaces autonomy SOA complexity networks socialnetworks enterprise2.0 socialbusiness podularity

La tentation d’éviter les tares des grandes organisations opérationnelles en les découpant en plus petites est pertinente si le coefficient est faible, et pas forcément efficace dans le cas contraire. Ce qui nous ramène à la thèse initiale : la bonne organisation dépend du contexte et de la taille.
Je pense que la taille de 150 est un seuil critique dans la gestion des organisations, et ceci est conforté par 20 ans de discussions avec des managers opérationnels.
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- C’est ce qui explique qu’en dehors des réunions d’information, il existe des tailles idéales pour des réunions de brainstorming ou de prises de décision, entre 7 et 10.
- dans le monde complexe du 21^e siècle, les activités de communication qui sont nécessaires pour coordonner des tâches obtenues par décomposition d’un objectif unique prennent une part sans cesse croissante du temps actif disponible.
- C’est ce qui explique les limites de la Taylorisation : en décomposant/spécialisant, on multiplie des interfaces qui, contrairement à la vision mécanique du 20^e siècle, exigent des flux d’information de coordination à complexité quadratique.
- Dès que l’organisation dépasse une certaine taille, les échanges indirects (qui passent par la médiation d’une autre personne, d’un groupe ou d’un support) dominent les échanges directs.
- . Si l’on souscrit à la thèse de March & Simon qu’une des fonctions clés du management est de gérer les flux d’information, il est clair que cette structure de management est forcément sensible à l’échelle.
- le management a une responsabilité essentielle dans la transformation de l’entreprise face aux défis de l’agilité et de la complexité. Il est clair que tout ce que j’écris depuis quelque temps d’appuie sur la « puissance des petites équipes », en particulier les méthodes agiles de développement et le lean software development. En revanche, il ne faut pas s’y tromper, ces bénéfices sont très fortement dépendant de l’échelle et on n’organise pas une grande équipe comme une petite
- En revanche, tout ne se règle pas par auto-organisation.
  Il faut donc bénéficier des avantages des « small teams », au sein d’une architecture modulaire semblable à celle du système d’information
- « lean management » gère cette problématique avec des équipes autonomes et indépendantes, reliées par des interfaces « dures » (stables et contraignantes).
- Une des craintes des spécialistes du lean par rapport aux pratiques 2.0 est qu’elles créent des interfaces « molles » et renforce les dépendances.
- on retrouve les principes du SOA : organiser en termes de services, définis par des interfaces « strictes » pour favoriser l’encapsulation, c’est-à-dire l’autonomie locale
- Les équipes doivent être organisées au sein d’une structure, avec un véritable management qui joue un rôle, et qui s’appuie sur une culture propre aux grandes organisations, celle de la maîtrise de la complexité.
- La structure de coordination de l’entreprise – en particulier les réseaux créés par l’Entreprise 2.0 - est une structure multi-échelle, elle ne globalise pas les problèmes, mais elle se décline de façon fractale à des échelles multiples.
- La science des réseaux sociaux nous enseigne qu’une bonne structure de coordination est « scale-free » dans un sens très particulier qui signifie que la répartition des degrés dans les nœuds de connexion suit une « power law », ce qui implique qu’il existe de nombreux nœuds très connectés
- Un réseau podulaire est la combinaison de petits sous-graphes fortement connectés (les pods) dans un maillage plus large
- On trouve dans cette conclusion une clé d’articulation pour le management : l’autonomie est fournie par l’utilisation de « small teams », le « mastery » est une des ambitions des pratiques du lean, et le management est bien là pour expliquer et nourrir le « sens »

Apr

2012

The Biggest Mistake You (Probably) Make with Teams

"Which is more important to promoting collaboration: a clearly defined approach toward achieving the goal, or clearly specified roles for individual team members? The common assumption — and my personal approach for many years — is that carefully spelling out the approach is essential, while leaving the roles of individuals within the team open and flexible will encourage people to share ideas and contribute in multiple dimensions."

blogs.hbr.org/...iggest_mistake_you_probab.html

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collaboration roles autonomy flexibility sharing

But our research has shown that the opposite is true: collaboration improves when the roles of individual team members are clearly defined and well understood — in fact, when individuals feel their role is bounded in ways that allow them to do a significant portion of their work independently.
Without such clarity, team members are likely to waste energy negotiating roles or protecting turf, rather than focusing on the task.
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- The leader's role, as I learned from this research, is to ensure that the roles and responsibilities of the team members are clearly defined for the specific project at hand

Mar

2012

Nouvelles technologies : les DRH doivent se saisir du sujet

"Dans son rapport sur l’usage des nouvelles technologies de l’information et de la communication au travail, le Centre d’analyse stratégique (CAS) met en garde sur les risques psycho-sociaux qu’elles induisent. Pour contrer les dérives, les DRH doivent être en première ligne sur ce sujet."

www.myrhline.com/...oivent-se-saisir-du-sujet.html

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humanresources risk riskmanagement technologies wellbeing autonomy collective stress workoverload worklifebalance

les effets des TIC sont souvent positifs, en apportant de l’autonomie, mais ils peuvent également se révéler défavorables, en contribuant à la disparition du collectif du travail. Parmi les dangers, le rapport souligne que les Tic « occasionnent du stress, une surcharge de travail », en brouillant les frontières entre vie privée et vie professionnelle, « des troubles musculo-squelettiques et un sentiment d’urgence ».
Pour éviter ces risques, le CAS préconise de considérer le système d’information « comme un outil d’aide au travail des salariés ». Cela passe par « la mise en place d’outils de régulation interne des usages », comme par exemple, l’interdiction d’envoyer des e-mails le soir après une certaine heure ou le week-end.
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- Par ailleurs, le CAS recommande d’intégrer, dès le départ du projet TIC, le management. L’objectif étant de s’interroger sur l’opportunité d’utiliser de tel ou tel outil. Le facteur humain est insuffisamment pris en compte, voire, dans certains cas, « totalement occulté
- De même, « les responsables de ressources humaines et du dialogue social doivent être davantage impliqués et disposer pour cela de marges de manœuvre suffisantes ». Ils sont actuellement trop peu « investis en partie par manque de formation sur les enjeux des usages des TIC ».
- De même, alors que les technologies évoluent très rapidement (mise en place d’application type ERP, par exemple), la formation des salariés est souvent négligée. Aussi est-il important, selon le CAS, de renforcer « l’accompagnement au changement des salariés face aux évolutions du système d‘information »

Feb

2012

Taming complexity: the service-oriented company

www.dachisgroup.com/...y-the-service-oriented-company

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complexity service agility organization coupling composability autonomy servicecontract iterations programming casestudies wholefoodmarket

Since the 1950s, technologists have adopted new approaches that allow them to better address complexity and ongoing change. One, called agile development, is a different way of doing work. The other, called service orientation, is more focused on how bits of work are connected to other bits. Both of these approaches emphasize continuous learning, adaptation, and distributed control, rather than planning, prediction and central control. They are specifically designed for managing work in fast-changing, complex, uncertain environments.
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- Agile is about small teams that deliver real, working software at all times, get meaningful feedback from users as early as possible, and improve the product over time in iterative development cycles.
- Object orientation allowed programmers to design software as a system of interacting objects instead of a list of instructions.
- The next phase in programming’s evolution, service orientation, emerged to solve this problem. It delivered a way for software objects to interconnect with each other over the internet, at a massive scale.
- Software services are very similar to software objects. They are modular functional units that can operate independently and interact with other services using an agreed-upon set of common standards. The big move forward comes from the way that they interact with the larger world
- The power of a service-oriented architecture is that each service can learn, adapt and coevolve without wreaking havoc on the overall system, just like species coevolve in a biological community.
- Service contracts.
  
  A service contract is a simple description of the service, including what the service provider needs from customers, what it will do for them, and any rules about how the service provider and customer will interact. Like any business contract, it represents an agreement.
- A service contract specifies what the provider will do, but it doesn’t specify how the work will be done.
- This is important because it allows the service to independently evolve and improve its operations without affecting customers or other services. A service can be as complex as it likes internally, so long as it provides a simple contract describing what it does and how it will interact with its customers.
- The reason to hide complexity is that it makes a service easier to understand and use. Since customers see only the things they can act on, make decisions about or buy, they can make better, faster choices.
- Composability.
  
  Most services are combinations of other services.
- Loose coupling.
  
  Loose coupling simply means that services agree to use a set of common set of rules about how to connect. So as long as a service follows the rules, it can update, change or modify itself without having to worry about the impact on other services in the system.
- But there can be good reasons for tight coupling. Things that are designed to work closely together can deliver better performance, more efficiently.
- Agile and service-oriented approaches are designed for complex, uncertain, fast-changing environments. They are proven methods for organizing systems and work. And the same approaches that solved complex software problems can also work in business.
- Most businesses today are not designed with agility in mind. Their systems are tightly coupled, because their growth has been driven by a desire for efficiency rather than flexibility.
- Many business systems are tightly coupled, like trains on a track, in order to maximize control and efficiency. But what the business environment requires today is not efficiency but flexibility
- So we sit in these business meetings, setting goals and making our strategic plans, arguing about which way the rails should be pointing, when what we really need is to get off the train altogether and embrace a completely different system and approach.

Nov

2011

Managing without Managers

In Brazil, where paternalism and the family business fiefdom still flourish, I am president of a manufacturing company that treats its 800 employees like responsible adults. Most of them –including factory workers – set their own working hours. All have access to the company books. The vast majority vote on many important corporate decisions. Everyone gets paid by the month, regardless of job description, and more than 150 of our management people set their own salaries and bonuses.

jeremiahjosey.wordpress.com/...ithout-managers-ricardo-semler

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semco ricardosemler empowerment management autonomy participation decisionmaking

In Brazil, where paternalism and the family business fiefdom still flourish, I am president of a manufacturing company that treats its 800 employees like responsible adults. Most of them –including factory workers – set their own working hours. All have access to the company books. The vast majority vote on many important corporate decisions. Everyone gets paid by the month, regardless of job description, and more than 150 of our management people set their own salaries and bonuses.
Management associations, labor unions, and the press have repeatedly named us the best company in Brazil to work for. In fact, we no longer advertise jobs. Word
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- Semco has three fundamental values on which we base some 30 management programs. These values – democracy, profit sharing, and information – work in a complicated circle, each dependent on the other two.
- The first of Semco’s three values is democracy, or employee involvement. Clearly, workers who control their working conditions are going to be happier than workers who don’t.
- We found four big obstacles to effective participatory management: size, hierarchy, lack of motivation, and ignorance.
- it’s clear that several thousand people in one facility makes individual involvement an illusion.
- there were too many managers in too many layers holding too many meetings. So we decided to break up the facility into three separate plants.
- I don’t claim that size reduction alone accomplished all this, just that size reduction is essential for putting employees in touch with one another so they can co-ordinate their work
- The organizational pyramid is the cause of much corporate evil, because the tip is too far from the base. Pyramids emphasize power, promote insecurity; distort communications, hobble interaction, and make it very difficult for the people who plan and the people who execute to move in the same direction.
- One tiny, central circle contains the five people who integrate the company’s movements. These are the counselors I mentioned before. I’m one of them, and except for a couple of legal documents that call me president, counselor is the only title I use. A second, larger circle contains the heads of the eight divisions – we call them partners. Finally, a third, huge circle holds all the other employees.
- The linchpins of the system are the co-ordinators, a group that includes everyone formerly called foreman, supervisor, manager, head, or chief. The only people who report to co-ordinators are associates. No co-ordinator reports to another co-ordinator – that feature of the system is what ensures the reduction in management layers.
- Managers and the status and money they enjoy – in a word, hierarchy – are the single biggest obstacle to participatory management.
- We insist on making important decision’s collegially, and certain decisions are made by a company-wide vote.
- Employees also outvoted me on the acquisition of a company that I’m still sure we should have bought. But they felt we weren’t ready to digest it, and I lost the vote. In a case like that, the credibility of our management system is at stake. Employee involvement must be real, even when it makes management uneasy. Anyway, what is the future of an acquisition if the people who have to operate it don’t believe it’s workable?
- We have other ways of combating hierarchy too. Most of our programs are based on the notion of giving employees control over their own lives. In a word, we hire adults, and then we treat them like adults.
- One of my first moves when I took control of Semco was to abolish norms, manuals, rules, and regulations. Everyone knows you can’t run a large organization without regulations, but everyone also knows that most regulations are poppycock.
- It’s also true that common sense requires just a touch of civil disobedience every time someone calls attention to something that’s not working
- So we replaced all the nitpicking regulations with the rule of common sense and put our employees in the demanding position of using their own judgement.
- No one checks expenses, so there is no way of knowing. The point is, we don’t care. If we can’t trust people with our money and their judgement, we sure as hell shouldn’t be sending them overseas to do business in our name.
- We encourage – we practically insist on – job rotation every two to five years to prevent boredom.
- By the same logic that governs our other employee programs, we have also eliminated time clocks. People come and go according to their own schedules
- The union has never objected because the initiative came from the workers themselves. It was their idea.
- When we introduced flexible hours, we decided to hold regular follow-up meetings to track problems and decide how to deal with abuses and production interruptions. That was years ago, and we haven’t yet held the first meeting
- We form the groups, but they find their own leaders. That’s not a lack of structure that’s just a lack of structure imposed from above.
- Everyone agrees that profits should belong to those who risk their capital, that entrepreneurial behavior deserves reward, that the creation of wealth should enrich the creator. Well, depending on how you define capital and risk, all these truisms can apply as much to workers as to shareholders.
- Profit sharing won’t motivate employees if they see it as just another management gimmick, if the company makes it difficult for them to see how their own work is related to profits and to understand how those profits are divided.
- In Semco’s case, each division has a separate profit-sharing program. Twice a year, we calculate 23% of after-tax profit on each division income statement and give a check to three employees who’ve been elected by the workers in their division. These three invest the money until the unit can meet and decide – by simple majority vote – what they want to do with it.
- But nothing matters more than those vital statistics – short, frank, frequent reports on how the company is doing. Complete transparency. No hocus-pocus, no hanky-panky, no simplifications.
- On the contrary, all Semco employees attend classes to learn how to read and understand the numbers, and it’s one of their unions that teach the course.
- Many of our executives were alarmed by the decision to share monthly financial results with all employees
- If executives are embarrassed by their salaries, that probably means they aren’t earning them.
- In preparing budgets, we believe that the flexibility to change the budget continually is much more important than the detailed consistency of the initial numbers.
- And that’s all there is to it. Participation gives people control of their work, profit sharing gives them a reason to do it better, information tells them what’s working and what isn’t.
- So we don’t have systems or staff functions or analysts or anything like that. What we have are people who either sell or make, and there’s nothing in between
- Everybody knows the price of the product. Everybody knows the cost. Everybody has the monthly balance sheet that says exactly what each of them makes, how much bronze is costing us, how much overtime we paid, all of it. And the employees know that 23% of the after-tax profit is theirs.
- And because we’re so strict with the financial controls, we can be extremely lax about everything else. Employees can paint the walls any color they like. They can come to work whenever they decide. They can wear whatever clothing makes them comfortable. They can do whatever the hell they want. It’s up to them to see the connection between productivity and profit and to act on it.

Jul

2011

Rapport "Le travail et l'emploi dans vingt ans : 5 questions, 2 scénarios, 4 propositions"

"Vincent Chriqui, Directeur général du Centre d'analyse stratégique a rendu public, le rapport du Centre d'analyse stratégique "Le travail et l'emploi dans vingt ans : 5 questions, 2 scénarios, 4 propositions", en présence d'Odile Quentin, Présidente du groupe de travail et de Jean-Denis Combrexelle, Directeur général du Travail."

www.strategie.gouv.fr/...ons-2-scenarios-4-propositions

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work humanresources workplace workenvironment workforce hierarchy autonomy flexibility mobility

Le “travail” tel que nous le connaissons sera transformé, notamment sous l’effet d’évolutions sociétales et technologiques profondes : l’individualisation de la société, la diffusion généralisée des technologies numériques, les préoccupations éthiques et écologiques.
éclatement des univers du travail, à la fois temporels, spatiaux et organisationnels. Cela se traduit par une
segmentation accrue “des mondes du travail” et une hétérogénéité croissante des situations mais aussi des attentes des salariés, des entreprises, des secteurs d’activité ou des territoire
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- L’affaiblissement du lien de subordination dans l’univers professionnel, une demande forte d’autonomie dans le travail et de meilleure articulation entre vie privée et vie
  professionnelle vont en outre profondément structurer les relations de travail et d’emploi.
- De même, les décennies qui sont devant nous seront celles de la poursuite de la diffusion des TIC dans les entreprises et de l’essor du travail nomade.
- Par ailleurs, au-delà du strict champ travail-emploi, le panorama proposé par le rapport est vaste et concerne l’ensemble des politiques publiques, y compris les politiques industrielle, fiscale, éducative ou la régulation internationale de la mondialisation.

Jun

2011

Le retour de l'humain dans le management ?

"Après avoir courtisé leurs dirigeants, leurs actionnaires, leurs clients et même l'opinion, voilà que les entreprises s'intéressent à leurs employés. Il faut dire que de récentes affaires, comme celles de Renault ou France Telecom ont montré les ravages de la démoralisation des troupes. Vingt ans de pression actionnariale, de changements technologiques et d'évolutions sociologiques, conclus par une crise majeure, ont eu raison de la fiction d'une entreprise heureuse dans un environnement sain."

www.lesechos.fr/...-dans-le-management-171968.php

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management change employees employeesatisfaction employeesengagement engagement autonomy selforganization responsability decision decisionmaking

En janvier dernier, le gourou du management Michael Porter avait lancé un pavé dans la mare avec son concept de « valeur partagée », sous-entendu partagée aussi avec les salariés et le milieu environnant, et pas seulement entre actionnaires, dirigeants et client
Ce serait exagéré : nombre de réflexions qui sortent aujourd'hui sont travaillées depuis des années par les adeptes de la responsabilité sociale d'entreprise. Et Christian Nibourel, le patron d'Accenture France, rappelle qu'en 1954, Peter Drucker affirmait déjà que « les seuls facteurs qui font progresser une entreprise sont les hommes, de l'ouvrier au directeur, leur capacité d'innovation et la façon dont ils organisent leurs relations de travail ».
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- Je ne fais pas cela pour faire plaisir, assure Vineet Nayar, mais parce que je suis convaincu que c'est la meilleure façon d'accélérer la croissance et les profits. En quatre ans, le nombre de nos clients a quintuplé, le taux de départs volontaires a chuté de moitié, notre chiffre d'affaires et notre résultat d'exploitation a triplé !
- érapie du changement continu en quatre étapes : se regarder sans concession pour créer le besoin de changement, restaurer la confiance et la transparence absolue des décisions, renverser la pyramide pour mettre la priorité sur les employés en contact avec les clients et, enfin, redéfinir les pouvoirs du PDG pour transférer le maximum de responsabilité et de décision le plus près possible de la base.
- D'abord parce que les patrons constatent les limites du système existant où les décisions, souvent contradictoires, sont poussées du sommet vers la base.
- Par ailleurs, nous entrons dans un monde à la fois plus incertain et plus complexe, ce qui demande de la flexibilité, pour changer rapidement de cap, et du collectif, pour identifier le plus vite possible les erreurs et les opportunités.

Apr

2011

Trust and Networks

"Trust makes networks work. When trust is high among members of a network, there’s a wonderful cohesiveness and capacity to get work done. When trust is low and relationships are plagued by suspicion, networks collapse into brittle organizational structures that rarely offset their operational costs in real world outcomes."

www.alchemyofchange.net/trust-and-networks

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networks socialnetworks trust relationship respect autonomy

People who trust each other more easily forgive each other for the bumps that inevitably arise from working together. That’s network resilience
When people trust each other, it’s easier to respond to change in a smart, coordinated way. That’s network flexibility.
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- rust also reduces red tape, which lowers the cost of collaboration. That’s network efficiency.
- “Networks are voluntary connections between autonomous peers.”
- The relationship is the “net” that supports “work” in the network.
- There is no centralized power with final say over what does and doe not happen or with the power to enforce compliance by network members
- Trust is the lubricant that supports relationships and makes a network work.
- Trust is earned, not bestowed or forced.
- Mutual respect is the bilateral flow of respect that opens us to new connections in a network.
- We must safeguard trust to ensure that autonomy is not abused in a network

Feb

2011

Giving employees the feeling of choice when you’re still pulling the strings

"Most managers and leaders have the unenviable task of trying to get other people to adopt particular goals. Companies have agendas, and employees need to support those agendas if the company is to succeed. However, if you want your employees to live up to their full potential, it’s not enough that they do what you tell them to."

smartblogs.com/...oure-still-pulling-the-strings

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management humanresources motivation goals autonomy empowerment

Autonomy is particularly critical when it comes to creating and maintaining intrinsic motivation. But in the workplace, goals have to be assigned. What’s a manager to do?
Explain why the goal they’ve been assigned has value.
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- Allow your employees to decide how they will reach the goal.
- Invite your employee to make decisions about peripheral aspects of the task.

Jan

2011

Un-Manage Your Employees

"If you want to grow and delegate successfully, there’s no way you can function without them. Right?

Wrong. When you hire people who do nothing but manage, you implicitly say to the rest of your employees, “Don’t worry about the coordination or structure of your work—all these concerns now belong to the manager.” When people don’t have to think about the totality of their work environment, because that’s now the manager’s job, they’re less engaged, less motivated and less efficient."

www.nfib.com/...operational-insight

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management unmanagement reporting casestudies 37signals trust autonomy freedom humanresources

1. Each employee gets a credit card and is told to use it wisely. No expense reports, no justifications, no haggling. They simply forward the receipts to a shared inbox in case of an audi
2. We don’t count vacation or sick days. People who are working on things they care about are unlikely to game the system or take advantage of free-ranging liberties. We’ve found that we actually need to remind people to take vacation, not keep a tally of who takes too much.
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- We also let our teams manage each other. Every week, one employee gets to be manager and set the rough agenda, review others’ work, write a company status update, and generally be the go-to person for their colleague
- Gone is the complaining about what management is forcing them to do, because rotating management gives them a clear perspective of both sides of the fence.
- You might be thinking, “This is crazy—it would never work at my company.” And you may be right. But I think there’s a greater chance that it would work.

Jan

2011

Breaking the Command-and-Control Reflex - John T. Landry - Our Editors - Harvard Business Review

"Brennan starts by saying that business is going through a transformation and top-down leadership no longer works well for companies. But he believes that too many of his managers still operate in a "command-and-control reflex." "

blogs.hbr.org/...ing_the_command-and-contr.html

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management topdown commandandcontrol hierachy humanresources hiring autonomy delegation

good at holding subordinates accountable but bad at setting clear expectations. When subordinates aren't sure what the boss really wants to accomplish
Most managers, he says, can't help but see collaboration as a kind of threat to their territory, and they raise a variety of "defense mechanisms" to thwart it.
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- To discourage the command-and-control reflex, Brennan puts a lot of energy into hiring. He looks for people who are open-minded and aware of their own foibles. Those are the ones more likely to encourage autonomy and collaboration even at the cost of control.
- An accumulating body of evidence, from social science experiments to middle manager testimonies, suggests that high levels of inequality discourage cooperation and initiative on the ground
- Corporate profits are also quite healthy, disproving critics who said that competition was getting so intense that bureaucratic organizations would soon disappear. Most companies have no compelling need to change, even in the face of a new generation of technology-native employees demanding autonomy.

Dec

2010

Quel temps passer à manager ?

"Un récent sondage du groupe Cegos auprès des managers européens a montré que 79 % d'entre eux passent moins de la moitié de leur temps à manager leurs équipes "

www.lesechos.fr/...el-temps-passer-a-manager-.htm

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management reporting time timemanagement control autonomy engagement humanresources

A quoi le passent-ils principalement ? A faire du reporting, c'est-à-dire à alimenter la machine à chiffres destinée aux dirigeants.
Pourquoi ont-ils tellement besoin de contrôler ? Parce qu'ils ne font pas confiance à leurs équipes. Pourquoi ne font-ils pas confiance à leurs équipes ? Parce qu'elles ne sont pas ou peu managées. Un cercle vicieux s'installe. Plus on renforce les procédures et les indicateurs de performance, moins les équipes sont engagées et s'approprient les enjeux.
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- Le système a comme préoccupation principale de « nourrir » ceux qui le pilotent.
- Les équipes sont-elles là pour exécuter ou pour trouver elles-mêmes la façon de mettre en oeuvre les demandes établies par les dirigeants ?
- Lorsqu'on discute avec les dirigeants, rares sont ceux qui ne font pas profession de foi de la responsabilisation du terrain. Et pourtant, dans la pratique, force est de constater qu'ils font le contraire.

May

2010

"Libérer l’initiative dans l’entreprise permet d’améliorer la performance financière"

"Isaac Getz, professeur en innovation à l’ESCP, a reçu le prix Syntec Conseil en management pour avoir décrypté "une forme d’organisation des entreprises peu répandue mais qui permet aux sociétés d’afficher des résultats supérieurs à leurs concurrentes". Ce mode d’organisation qu’il appelle "Liberté SA" (Freedom Inc. en anglais) est censé favoriser l’auto-motivation des salariés. L’idée du chercheur étant que "des employés responsables et libres de décider sont plus productifs". Les entreprises ainsi organisées sont plus performantes ou plus rentables que leurs concurrentes, notamment grâce au surcroît d’implication des employés et à la réduction de l’absentéisme, selon lui. "

www.capital.fr/...-performance-financiere-502831

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Apr

2010

Empowering Your Employees to Empower Themselves

"In my travels from organization to organization, I talk with thousands of people every year who want to be treated as "partners" rather than as employees. They want information to flow up as well as down. But, oftentimes, leaders do not want to give up control. "

blogs.hbr.org/...ering_your_employees_to_e.html

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Your employees understand their jobs. They know their tasks, roles, and functions within the organization, and it's time for you to let them do what they need to do to get the job done. But there is a critical point that is often missed: It isn't possible for a leader to "empower" someone to be accountable and make good decisions. People have to empower themselves.

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