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Increasing agility

Increasing agility

To address the mutations of their environment, companies must exercise agility. Yet, many do not have an organization that predisposes them to it. How about reconsidering the manner in which their employees work together?
279b – Synopsis (8p.) Agility
Cultivate your strategic agility

Cultivate your strategic agility

When it comes to developing agility, the first challenge is about information. Among all signals of change coming from diverse horizons, how can we spot those that require our vigilance?
242a – Synopsis (8p.) Agility
Negotiate with agility

Negotiate with agility

Far from being restricted to a balance between well-established forces, negotiation is a process highly subject to uncertainty. How can you maximize your chances of success by developing your ability to adapt to the unexpected?
240b – Synopsis (8p.) Negotiation
Take inspiration from agile project management methods

Take inspiration from agile project management methods

Well-suited to complex environments, so-called “agile” project management methods are increasingly popular. What are the conditions required to reap the full benefits of the agile approach?
241b – Synopsis (8p.) Agility
The ability to improvise, a rare skill to develop

The ability to improvise, a rare skill to develop

Great jazz musicians have developed amazing improvisation skills. How can one draw inspiration from them to develop the teams' capacity to react to the unexpected and to adapt in real time to any circumstances?
219a – Synopsis (8p.) Agility
Grow while remaining agile!

Grow while remaining agile!

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?
254a – Synopsis (8p.) Growth
Develop your resiliency

Develop your resiliency

In companies focused on agility, leaders are torn between expectations of clear-cut decisions and the necessity to adapt to changing conditions. In this context, how can they move forward without burning out?
238b – Synopsis (8p.) Resilience
Make better decisions to be more responsive

Make better decisions to be more responsive

For a company to become more agile, managers and leaders must make decisions faster and more frequently. How to avoid negatively affecting the quality of decisions?
182b – Synopsis (8p.) Decision Making
Reconnecting with simplicity

Reconnecting with simplicity

Complexity is inherent to the way organizations operate. But while part of this complexity is inevitable, there also exists a superfluous part, which stifles initiative and prompts teams to disengage. How can we control its excesses to reconnect with simplicity?
344a – Synopsis (8 p.) Operational Performance
Cognitive flexibility, a key in the face of complexity

Cognitive flexibility, a key in the face of complexity

In a perpetually shifting universe, being able to evolve one’s mental frameworks according to the context becomes a key skill. How can you develop your cognitive flexibility to better handle complexity?
342a – Synopsis (8 p.) Decision Making
Managing complexity without adding complication

Managing complexity without adding complication

Maintaining your organization’s responsiveness and efficiency in a complex environment.
335b – A look at the news (2 p.) Operational Performance
Adapting to permanent change

Adapting to permanent change

Adapting your approach to management to a context of quasi-permanent change.
334b – A look at the news (2 p.) Change Management
Tempering change

Tempering change

Limiting the negative repercussions of change by adopting a more measured approach.
323b – A look at the news (2 p.) Change Management
Why bother making strategic plans?

Why bother making strategic plans?

The value of strategic planning lies primarily in the process of questioning and exchange that it requires.
311b – A Look at the News (2p.)  Strategy Development
Liberate initiative taking

Liberate initiative taking

To be able to take initiatives, you must enjoy an environment favorable to risk taking. How can you develop a climate of psychological safety, a true key to the performance of teams and organizations?
288a – Synopsis (8p.) Accountability
Management by objectives in the agile era

Management by objectives in the agile era

When management by objectives takes into account the constraints of the agile era, it remains a formidably effective tool. How can you help your teams choose and reach their objectives in a context of uncertainty and permanent change?
285a – Synopsis (8p.) Performance Management
Addressing the challenges of rapid growth

Addressing the challenges of rapid growth

When pursuing growth, the key to success resides not only in the conquest of the market, but also in the capacity to rapidly ramp up the organization. Discover the approaches of the “hypergrowth” champions.  
280b – Synopsis (8p.) Growth
Increase the resilience of your organization

Increase the resilience of your organization

All organizations are confronted with the risk of crises. Rather than vainly attempting to avoid them, it is better to develop the capability to absorb them and to learn from them. How can you acquire and cultivate resilience?
260b – Synopsis (8p.) Resilience
Take action despite uncertainty

Take action despite uncertainty

In a world in lasting crisis, the companies that fare the best are those that know how to act and learn at the same time. What operating modes should we adopt to implement this approach?
214a – Synopsis (8p.) Uncertainty
Leader 2.0

Leader 2.0

The information revolution affects more than processes; it also changes people. How can you adapt management to this new environment?
209a – Synopsis (8p.) Shared Leadership
Prepare for the improbable

Prepare for the improbable

Il is impossible to plan a response to unpredictable events. However, recognizing the possibility of such events helps to manage their consequences more effectively.
195a – Synopsis (8p.) Crisis
Removing the obstacles to personal initiative

Removing the obstacles to personal initiative

Overcoming organizational obstacles that discourage individual initiative.
313b – A Look at the News (2p.)  Accountability
When can you trust your intuition?

When can you trust your intuition?

When can we trust our intuition, and when should we be wary of it?
309b – A Look at the News (2p.)  Decision Making
Implementing Design Thinking

Implementing Design Thinking

Based on proximity to the end user, on pragmatism and agility, Design Thinking promises to boost innovation. But this method can prove demanding to implement. How can you make the best possible use of it in your organization?
277b – Synopsis (8p.) Innovation Strategy
The holacratic company: beyond the utopia

The holacratic company: beyond the utopia

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?
248a – Synopsis (8p.) Reorganization
The new innovation leader

The new innovation leader

Innovation is often seen as the work of a visionary genius. Yet, other innovation leadership models exist that are more accessible. How can leaders create an environment conducive to the creativity of their teams?
237b – Synopsis (8p.) Innovation Strategy
Luck, a skill to be developed

Luck, a skill to be developed

Without being intrinsically lucky, some people spontaneously do things that make good things happen to them. So what behaviors are conducive to luck, and how to implement them to develop what is actually a real skill?
215b – Synopsis (8p.) Open-mindedness
Turbulence and strategy

Turbulence and strategy

Devising relevant strategies in a turbulent context is a tricky job for business leaders, as traditional points of reference for making strategic decisions may no longer be valid. How to take a fresh look at strategy in this new market context?
206b – Synopsis (8p.) Uncertainty
Creating value in an interconnected world

Creating value in an interconnected world

In an unpredictable environment, the key to agility is not necessarily possessing proprietary resources, but being able to mobilize those required when needed.
194a – Synopsis (8p.) Economic Performance
The delicate art of delegation

The delicate art of delegation

Organizations need to be agile and responsive, and this means empowering employees. But how to avoid the many dangers of poorly managed delegation?
181b – Synopsis (8p.) Accountability