GE Capital France
Thierry Willième
L’innovation au coeur de la stratégie GE
1879
Lampe
incandescente
à filament de
carbone
1905
Premier grille
pain
1940
Prem...
3
19/05/2015
Le Management de l’Innovation
passe par
l’Innovation dans le Management
4
19/05/2015
Growth Values
External focus
Clear thinker
Imagination & courage
Inclusiveness
Expertise
• Connects effectively with a bro...
6
19/05/2015
7
19/05/2015
& to come : Artificial Intelligence
8
19/05/2015
9
19/05/2015
“ Il faut changer de perspective,
se mettre au niveau des collaborateurs
et montrer l’exemple”
Roberto Setuba...
10
19/05/2015
11
19/05/2015
1. Customers Determine Our Success
Nos clients sont la clé de notre succès
2. Stay Lean to Go Fast
Rester simple et agile ...
It is about the
success of your
business or function
Why Employee engagement is Key.
Companies with high employee engageme...
What is employee engagement?
How employees…
FEEL
THINK
BEHAVE
REPRESENT
“Engagement is the extent to which employees put
d...
Employee engagement
Productivity…
“engaged employees can yield up to 57% more discretionary effort”
– Corporate Leadership...
16
19/05/2015
Ce ne sont pas les études ni les
récompenses accordées à
l’amélioration de la lampe à gaz qui
ont conduit à ...
17
19/05/2015
18
19/05/2015
19
19/05/2015
Il y a une “déconnexion” entre ce que
la science prouve et ce que le monde
des affaires fait
20
19/05/2015
Nous avons trouvé que des primes
de
motivation peuvent avoir des
résultats
négatifs sur la performance globa...
21
GE Title or job number
6/30/2015
22
19/05/2015
Sur 8 des 9 tâches que nous avons
examiné lors de nos expériences, les
récompenses les plus élevées
conduisa...
23
19/05/2015
Tant que la tâche réclame des
compétences standard (tâche de
type répétitive) les bonus
fonctionnent comme c...
24
19/05/2015
25
19/05/2015
Mais dès que la tâche fait appel à
des compétences cognitives même
rudimentaires, une plus grande
récompense...
26
19/05/2015
EMOTIONAL CONTAGION
AT WORK
27
19/05/2015
The individual is suggested to be aware of his/her emotional experience and
enabled to self-report contagion...
Referes to the
individual’s tendency to
absorb from others
/transmit to others
negative emotions
SADNESS
Referes to the
in...
Referes to the
individual’s tendency
to absorb from others
/transmit to others
frustration related
emotions
ANGER
4 BASIC ...
CONTAGION RECEIVED
CONTAGION SENT
Sources
Targets
RESULTS – NON-MANAGERS
Association of Non-Managers’ Emotional Contagion ...
92,35
77,14
53,09
39,27
0
20
40
60
80
100
CONTAGION AGGREGATED
Colleagues Followers Leaders Clients
CONTAGION RECEIVED
CON...
32
19/05/2015
33
19/05/2015
ANNEXES
34
Pour résumer les 5 GE Beliefs:
1 - Nos clients sont la clé de notre succès
•Faire passer le client avant tout
•Construi...
35
Pour résumer :
3 - Apprendre et s’adapter pour réussir
• Ne pas craindre de faire des erreurs pour avancer
• Apprendre ...
Leadership
1. Leading means being visible - you can not lead from hiding
 Active external presence
 Stand on deck more t...
Honest Communication
1. Sincere and smart
• Communicate good things frequently
• Communicate bad things quickly, shortly, ...
Humble leader
1. Lead by example
• Walk the talk
• Do your own share
• Ask for feedback
• Admit when you have made a mista...
Leverage the benefits from operating
in difficult times
1. New experience
2. Crisis management in practice
3. Challenging ...
Conference ESLSCA de Thierry Willieme
Conference ESLSCA de Thierry Willieme
Conference ESLSCA de Thierry Willieme
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Conference ESLSCA de Thierry Willieme

  1. 1. GE Capital France Thierry Willième
  2. 2. L’innovation au coeur de la stratégie GE 1879 Lampe incandescente à filament de carbone 1905 Premier grille pain 1940 Premier réseau de télévision 1930 Première machine à laver électrique 1933 Premier crédit pour l’achat d’appareils électroménagers 1943 Premier système de pilotage automatique d’un avion 1945 Première utilisation civile d’un radar 1955 Premier diamant artificiel 1960 Discovery XIII, premier objet mis en orbite et récupéré 1969 Neil Armstrong fait ses premiers pas sur la lune chaussé de bottes de silicone GE 1999 Boeing confie à GE le développement du réacteur le plus puissant du monde 2002 Premier système d’échographie en 4 dimensions 2004 Lancement de la turbine à gaz à cycle simple LMS100 au rendement inégalé 2005 Le scanner volumique Lighspeed VCT permet d’examiner le coeur d’un nourrisson en moins de 2 secondes
  3. 3. 3 19/05/2015 Le Management de l’Innovation passe par l’Innovation dans le Management
  4. 4. 4 19/05/2015
  5. 5. Growth Values External focus Clear thinker Imagination & courage Inclusiveness Expertise • Connects effectively with a broad group of stakeholders • In tune with outside customers and environment, sees around corners • Educated on global issues, curious about the world • Embraces ambiguity and uncertainty, is adaptive • Connects strategy to purpose and communicates in a way that inspires • Decisive, uses knowledge, experience, network, instinct • Generates innovative ideas and makes it happen • Encourages risk taking and learns from success/failure • Challenges bureaucracy and non value- add work, drives speed and simplicity • Welcomes opposing thoughts and ideas, listens and is humble • Works collaboratively, respects individuals and cultures • Drives engagement and commitment • Domain depth, credibility built from experience and results • Continuously develops self and passionate about developing others • Leverages technology to win Always with unyielding integrity.
  6. 6. 6 19/05/2015
  7. 7. 7 19/05/2015 & to come : Artificial Intelligence
  8. 8. 8 19/05/2015
  9. 9. 9 19/05/2015 “ Il faut changer de perspective, se mettre au niveau des collaborateurs et montrer l’exemple” Roberto Setubal, CEO Itau Unibanco
  10. 10. 10 19/05/2015
  11. 11. 11 19/05/2015
  12. 12. 1. Customers Determine Our Success Nos clients sont la clé de notre succès 2. Stay Lean to Go Fast Rester simple et agile pour être efficace 3. Learn andAdapt to Win Apprendre et s’adapter pour réussir 4. Empower and Inspire Each Other Encourager les initiativeset apprendre les uns des autres 5. Deliver Results in an Uncertain World Atteindre nos objectifs dans un monde qui évolue GE Beliefs* * Convictions
  13. 13. It is about the success of your business or function Why Employee engagement is Key. Companies with high employee engagement had a 19.2 percent increase in operating income while companies with low employee engagement saw a 32.7 percent decrease over the same period. Towers Watson says: WHY? Effective internal communications have been proven to drive business results
  14. 14. What is employee engagement? How employees… FEEL THINK BEHAVE REPRESENT “Engagement is the extent to which employees put discretionary effort into their work, in the form of extra… brainpower & energy” - Tower Perrin Talent Report (2003)
  15. 15. Employee engagement Productivity… “engaged employees can yield up to 57% more discretionary effort” – Corporate Leadership Council (2004) CONNECTKNOW CONNECT COACH EMPOWER APPRECIATE Know what matters most to employees Know their needs and aspirations Connect employees to the business Connect with your employees through discussions Provide effective feedback and manage difficult conversations Challenge and excite your employees to their highest levels Say “thank you”…recognize…celebrate. Have fun! There is no secret formula… but here is a good framework to think about
  16. 16. 16 19/05/2015 Ce ne sont pas les études ni les récompenses accordées à l’amélioration de la lampe à gaz qui ont conduit à l’invention de l’électricité
  17. 17. 17 19/05/2015
  18. 18. 18 19/05/2015
  19. 19. 19 19/05/2015 Il y a une “déconnexion” entre ce que la science prouve et ce que le monde des affaires fait
  20. 20. 20 19/05/2015 Nous avons trouvé que des primes de motivation peuvent avoir des résultats négatifs sur la performance globale Dr Bernd Irlenbusch, London School of Economics
  21. 21. 21 GE Title or job number 6/30/2015
  22. 22. 22 19/05/2015 Sur 8 des 9 tâches que nous avons examiné lors de nos expériences, les récompenses les plus élevées conduisaient au moins bonnes performances
  23. 23. 23 19/05/2015 Tant que la tâche réclame des compétences standard (tâche de type répétitive) les bonus fonctionnent comme c’est attendu “ the higher the pay, the better the performance”
  24. 24. 24 19/05/2015
  25. 25. 25 19/05/2015 Mais dès que la tâche fait appel à des compétences cognitives même rudimentaires, une plus grande récompense conduit à une moindre performance
  26. 26. 26 19/05/2015 EMOTIONAL CONTAGION AT WORK
  27. 27. 27 19/05/2015 The individual is suggested to be aware of his/her emotional experience and enabled to self-report contagion both received and sent during social encounters. A complete mapping of emotional contagion includes emotions that move in both directions. captures emotions from others (i.e., as a receiver) infects others with his/her own emotions (i.e., as a sender) Sender Receiver Each individual simultaneously: CONTAGION ABSORBED AND TRANSMITTED
  28. 28. Referes to the individual’s tendency to absorb from others /transmit to others negative emotions SADNESS Referes to the individual’s tendency to absorb from others /transmit to others positive emotions JOY 4 BASIC EMOTIONS EXCHANGED AT WORK
  29. 29. Referes to the individual’s tendency to absorb from others /transmit to others frustration related emotions ANGER 4 BASIC EMOTIONS EXCHANGED AT WORK Referes to the individual’s tendency to absorb from others /transmit to others anxiety related emotions FEAR
  30. 30. CONTAGION RECEIVED CONTAGION SENT Sources Targets RESULTS – NON-MANAGERS Association of Non-Managers’ Emotional Contagion to their Leaders, Colleagues, Clients AGGREGATED AGGREGATED CONTAGION RECEIVED 46,14 51,19 40,04 58,02 95,12 100 89,29 93,00 45,43 45,83 28,79 42,28 0 20 40 60 80 100 Joy Sadness Fear Anger Leaders Colleagues Clients 39,43 35,19 36,44 97,15 87,74 89,56 38,82 28,07 26,44 0 20 40 60 80 100 Joy Sadness&Fear Anger Leaders Colleagues Clients 94,35 48,80 40,58 0 20 40 60 80 100 CONTAGION AGGREAGATED Colleagues Leaders Clients 91,50 37,00 31,10 0 20 40 60 80 100 CONTAGION AGGREAGATED Colleagues Leaders Clients SERVICES
  31. 31. 92,35 77,14 53,09 39,27 0 20 40 60 80 100 CONTAGION AGGREGATED Colleagues Followers Leaders Clients CONTAGION RECEIVED CONTAGION SENT Sources Targets AGGREGATED AGGREGATED RESULTS – MANAGERS Association of Managers’ Emotional Contagion to their Leaders, Colleagues, Followers, Clients 72,08 80,95 68,42 89,04 93,75 97,62 90,79 92,11 85,42 90,48 80,26 76,32 62,08 73,81 47,37 51,25 0 20 40 60 80 100 Joy Sadness Fear Anger Leaders Colleagues Followers Clients 57,14 56,75 45,37 95,24 84,60 97,22 86,51 67,14 77,78 57,14 25,48 35,19 0 20 40 60 80 100 Joy Sadness&Fear Anger Leaders Colleagues Followers Clients 93,56 83,12 77,62 58,62 0 20 40 60 80 100 CONTAGION AGGREGATED Colleagues Followers Leaders Clients SERVICES
  32. 32. 32 19/05/2015
  33. 33. 33 19/05/2015 ANNEXES
  34. 34. 34 Pour résumer les 5 GE Beliefs: 1 - Nos clients sont la clé de notre succès •Faire passer le client avant tout •Construire une relation s’inscrivant dans la durée •Développer la compréhension du client •Faire des priorités du client les nôtres •Faciliter la vie du client 2 - Rester simple pour être efficace – Rendre simple des problématiques complexes – Se concentrer sur l’essentiel – Favoriser des petites équipes dédiées – Etre flexible et réactif
  35. 35. 35 Pour résumer : 3 - Apprendre et s’adapter pour réussir • Ne pas craindre de faire des erreurs pour avancer • Apprendre de nos erreurs et échecs… S’adapter 4 - Encourager les initiatives et apprendre les uns des autres • Faire confiance aux collaborateurs pour faciliter la prise de décision • Résoudre les problèmes au plus près des attentes du client • Laisser aux collaborateurs de la liberté et de l’autonomie • Permettre aux collaborateurs de produire le meilleur d’eux- mêmes 5 - Atteindre nos objectifs dans un monde qui évolue • Etre entreprenant • Etre flexible et endurant • Etre innovant
  36. 36. Leadership 1. Leading means being visible - you can not lead from hiding  Active external presence  Stand on deck more than ever  Keep confidence  Staying connected with your team, managers , other leaders 2. Create opportunity which is the opposite of uncertainty  Focus on future  Set strategic goals  Stay focused on performance 3. Utilise your Experience  Good overall judgement  Minimise risk  Deal quickly and decisively 4. Re-energizing work  Aim to make a positive difference  Recognise top team players  Develop people - talk about their talents and skills, not just what they do  Celebrate small wins
  37. 37. Honest Communication 1. Sincere and smart • Communicate good things frequently • Communicate bad things quickly, shortly, tactfully • In case of cutbacks communicate the whole story as soon as possible • Always tell the WHYs 2. Think in scenarios • Establish scenarios and track progress • Identify and communicate key indicators/drivers • Tell people realistic forecasts & be candid about what is not working 3. Communicate the performance and strategy as frequently as possible • Regular meetings /newsletters /video messages • Macroeconomic presentations • Tell employees what is changing & what is staying the same 4. Provide occasions to discuss questions and concerns • Town halls, roundtables, skip-level meetings • Team meetings, 1:1 meetings, coaching sessions Make the unpredictable future predictable for your team
  38. 38. Humble leader 1. Lead by example • Walk the talk • Do your own share • Ask for feedback • Admit when you have made a mistake & explain how you put it right • Be yourself 2. Know your people • Spend more time listening to feedback – at all levels of the organisation • Open door policy is key 3. Value people • Recognize your team’s efforts • Advocate when your team has a better idea
  39. 39. Leverage the benefits from operating in difficult times 1. New experience 2. Crisis management in practice 3. Challenging the status quo 4. Innovate by getting out of comfort zone 5. Developing new skills – let rise up …

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