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Using pedagogy to promote change

Using pedagogy to promote change

Leading the various stakeholders to evolve their view of the situation: an essential lever to achieve major changes.
318b – A look at the news (2 p.) Change Management
Adapting to unsolicited change

Adapting to unsolicited change

We are subjected to change more often than we trigger it, which can cause a significant psychological burden. What process can we adopt to handle the feeling of loss that inevitably accompanies change?
295a – Synopsis (8p.) Change Management
Driving change

Driving change

Among all the factors that contribute to the success or failure of transformation initiatives, the attitude of staff towards change is absolutely decisive. How can you convince them to engage in the effort towards transformation?
279a – Synopsis (8p.) Change Management
Neuroscience and change

Neuroscience and change

Our brain likes habits. To the extent of being opposed to any change? In reality, neuroscience demonstrates that we can adapt our practices in change management to the functioning of our brain.
267a – Synopsis (8p.) Change Management
Take responsibility for change

Take responsibility for change

To make things change, we have a lot more leeway than we think. How can we take responsibility for creating the changes we want to see implemented?
246a – Synopsis (8p.) Change Management
Change management: The new deal

Change management: The new deal

Nowadays, change no longer consists in moving organizations from a stable starting point to a stable target point. How can we revisit change management best practices to take into account this reality?
233a – Synopsis (8p.) Change Management
Harness the power of habit to manage change successfully

Harness the power of habit to manage change successfully

Many change projects fail because people return to their former behavioral patterns. Yet this is not inevitable: how can one use habit as a supportive—rather than obstructive—change management driver?
220a – Synopsis (8p.) Change Management
Overcoming resistance to change

Overcoming resistance to change

Change is emotionally draining on employees. To surmount resistance, companies must understand the underlying psychological barriers.
168a – Synopsis (8p.) Change Management
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
Rally the entire workforce for effective change management

Rally the entire workforce for effective change management

What is the secret of the exemplary success of some (too few) transformation programs? Discover how to rally the energies of the whole workforce in order to manage change effectively.
223b – Synopsis (8p.) Mobilization
Anticipating climate change

Anticipating climate change

An increasing number of companies are considering climate risks. How can you review your strategy and economic model to reduce your exposure and adapt to the carbon-neutrality objective? 
299a – Synopsis (8p.) Environment and Climate
Becoming a top executive: a change in perspective

Becoming a top executive: a change in perspective

When taking on a top management position, executives must realize that they need to change their mindset accordingly.
163a – Synopsis (8p.) Leader's Positioning
Lead projects successfully despite opposition

Lead projects successfully despite opposition

What could be more painful than the emergence of strong opposition to a project? Your attitude towards opposition is decisive. How can you respect your active opponents without neglecting your allies or the silent majority?
211b – Synopsis (8p.) Change Management
Grasp the invisible dynamics of the organization

Grasp the invisible dynamics of the organization

Organizations often have a life of their own, whatever the efforts of their leaders to control it. How can you decode organizational dynamics to better influence them?
204b – Synopsis (8p.) Change Management
Changing behavior

Changing behavior

How can you ensure lasting change and avoid falling back into the same old habits? Lasting behavioral change requires a combination of logic and emotions.
192b – Synopsis (8p.) Change Management
Fighting our tendency for blindness in the face of crises to come

Fighting our tendency for blindness in the face of crises to come

Companies are often poorly prepared to face crises, even predictable ones. How can we counter the psychological biases that result in this blindness?
338b – A look at the news (2 p.) Crisis
After the merger, achieving successful integration

After the merger, achieving successful integration

A few tips to successfully complete a corporate merger.
332b – A look at the news (2 p.) Reorganization
Finding a balance between discipline and responsiveness in a crisis

Finding a balance between discipline and responsiveness in a crisis

How to get through the test of a crisis quickly and without major damage.
326b – A look at the news (2 p.) Crisis
Mergers: building a bridge between cultures

Mergers: building a bridge between cultures

Achieving successful mergers and acquisitions by working to bring cultures closer together.
324b – A look at the news (2 p.) Reorganization
How to remobilize the teams after a restructuring

How to remobilize the teams after a restructuring

Helping your team members turn the page after a difficult transition.
317b – A look at the news (2 p.) Reorganization
Supporting a painful reorganization

Supporting a painful reorganization

The difficult context often leads to taking painful measures, which can damage staff motivation, or even the social climate. What posture can managers adopt to ease these transformations?
295b – Synopsis (8p.) Reorganization
Building a resilient brand

Building a resilient brand

Some brands are capable of developing a type of resilience. Although they cannot avoid crises, they know how to bounce back in adversity thanks to their privileged relationship with a core set of loyal customers. How do they go about it?
289b – Synopsis (8p.) Brand
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
Implementing a successful reorganization

Implementing a successful reorganization

In a context of permanent change, companies need to reorganize frequently—but results are rarely satisfying. How can you maximize your chances of success in a reorganization initiative?
261a – Synopsis (8p.) Reorganization
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
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
Successfully transitioning to the self-managed enterprise

Successfully transitioning to the self-managed enterprise

While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?
251b – Synopsis (8p.) Reorganization
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
Break down organizational silos

Break down organizational silos

“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?
247a – Synopsis (8p.) Transversality