If you treat an individual as he is, he will stay as he is; but if you treat him as if he were what he ought to be and could be, he will become what he ought to be and could be.Goethe
Organization and Change
What are the organizational models best suited to its own strategy and its particuliar context? How to enable the company to evolve and adapt to changes in its environment?
The growth process drives companies to professionalize their practices and hone their expertise, but also often leads to more rigidity and dispersion. How can you counter these drifts to preserve the ability to anticipate and adapt?
While the self-management business model provides a solution to agility challenges, it involves a real breakthrough in managing the relationships among employees. What does it take to achieve such a radical change?
The concept of the holacratic company attempts to give employees a maximum of autonomy by eliminating the constraints which hobble initiative. What underlies the success of organizations which have adopted this management approach?
“Siloed” organizations, which used to be highly effective, prove less relevant in today’s complex environments. How can we avoid the downside of an organizational model in which we had previously found so many qualities?
In companies focused on agility, leaders are torn between expectations for clear-cut decisions and the necessity to adapt to changing conditions. In this context, how can they move forward without burning out?
In a context of chronic uncertainty, the image of the bold visionary is obsolete. How can we rethink our conception of leadership to regain the ability to set a compelling course and organize coherent initiatives?