2. "Leadership is about learning how to shape the future. Leadership exists when people are no longer victims of the circumstances but participate in creating new circumstances.“ Peter Senge
3. Leadership, complexité et créativité IBM Global CEO Study 2010 1500 face to face in depth conversations worldwide HBR septembre 2011
6. «Nous sommes dans un de ces grands moments de l’histoire quand nous ne comprenons plus le présent et que le passé ne suffit plus à expliquer le futur» Peter Drucker Nous vivons, en réalité, le bouleversement le plus profond du système du savoir depuis que notre espèce à commencé à penser. Tant que nous n’aurons pas digéré ce fait, tous nos projets les plus élaborés pour l’avenir tourneront court.» Alvin Tofler La Richesse révolutionnaire «Des changements révolutionnaires sont en train de se produire. Et le terme révolution est un euphémisme.
7. Bienvenue dans un monde de plus plus compétitif, diversifié, connecté, changeant, incertain, complexe et… … Surprenant!
8. Le leadership créatif « Déjà, en 2004, les chefs de la direction nous disaient : «Les chefs de la direction partout dans le monde se concentrent sur la croissance, et ils considèrent l’innovation comme le moyen d’y parvenir. Aujourd’hui, cependant, la créativité elle-même s’est élevée au rang de style de leadership. Les méthodes traditionnelles de gestion des entreprises ont besoin d’idées nouvelles, destinées à bouleverser le statu quo. » Selon les CEO, la créativité sera la plus importante qualité pour les 5 prochaines années
10. - - Personnes Idées Processus Résultats Adapté de : Quinn, R. E., & Rohrbaugh, J. (1981). A competing values approach to organizational effectiveness. Public Productivity Review , 5, 122–140 Adaptation externe Stabilité Interne Contrôle Flexibilité Le leader créatif est ambidextre
11. Denmark Sweden Norway Netherlands Canada New Zealand Finland Ireland Historically Protestant Confucian Japan Switzerland U.S.A. Britain Iceland N. Ireland Australia West Germany Italy Belgium Austria France East Germany Spain Taiwan South Korea Confucian China India Venezuela Columbia Turkey Brazil Puerto Rico Peru Philippines Islamic Orthodox Poland Pakistan Nigeria Bangla- desh Slovenia Argentina Chile Portugal Czech Mexico Dom. Rep. Hungary Croatia Uruguay S. Africa Romania Bulgaria Serbia Ukraine Latvia Russia Belarus Armenia Maldova Georgia Estonia Slovakia Azerbaijan GNP per Capita Percentage Who Trust People in General Historically Catholic “ De manière générale, diriez-vous que la plupart des gens sont dignes de confiance, ou que l’on ne se méfie jamais assez?» 70 60 50 40 30 20 10 0 0 5,000 9,000 13,000 17,000 21,000 25,000 Ex-communist societies in italic
12. 0 Halifax Saint John Québec Trois-Rivières Montréal Ottawa Toronto Sarnia Regina Calgary Vancouver Victoria Source: “A Canadian exceptionalism?” A. Kazenipur; Revue de l’intégration et de la migration internationale, 2006, volume 7, no.2 – p.219-240 Le principe du plombier Pourcentage de la population des villes canadiennes qui déclarent “On peut faire confiance aux gens en général”
14. 0 There are always two parties, the party of the past and the party of the future; The establishment and the movement. Ralph Waldo Emerson Creative people decide to be creative regardless of the set back and frustrations Robert J. Sternberg
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16. « La créativité décrit – de façon générale – la capacité d’un individu ou d’un groupe à imaginer ou construire et mettre en œuvre un concept neuf, un objet nouveau ou à découvrir une solution originale à un problème. » Le P et it R obe rt nous dit que « créer », c’est faire, réaliser quelque chose qui n’existait pas encore. Créativité vs. Créer
17.
18. Vision Réalité Nos croyances limitatives 2 types de personnes: Celle qui avance Celle qui oscille La Tension Structurelle
Notes de l'éditeur
Vote for level of change
The article points out that 3M hired James McNerney as CEO in 2000. Their stock was down - it had stayed nearly flat during the go-go late Nineties -- and everyone seemed to agree that they were overstaffed. McNerney introduced Six Sigma after laying off 11% of the workforce (8000 people). Thousands of 3M staffers were trained as Black Belts and many more received Green Belt training. The company embraced both DMAIC and Design for Six Sigma and began to improve its processes with a vengeance. McNerney slashed capital expenditures by 22% from $980M to $763M in his first year and by 2003 capital expenditures were down to $677M. Operating margins went from 17% in 2001 to 23% in 2005. As a percentage of sales, capital expenditures dropped from 6.1% in 2001 to 3.7% in 2003. Profits under McNerney grew by 22% a year. After four and a half years McNerney left 3M to become the new CEO of Boeing. His successor at 3M, George Buckley, is dialing back the Six Sigma effort. The major complaint among the 3M people, cited in the BusinessWeek article, is that Innovation is down. 3M has always been a company that promoted Innovation. It's where Thinsulate and Post-Its were invented. The company had historically prided itself on the fact that, at any one time, at least one-third of its product sales came from products released in the past five years. By the time McNerney left, the percentage of sales from the last five years was down to 25%. Those who are now complaining suggest that Six Sigma is somehow incompatible with Innovation. One thing to keep in mind, as you consider this, is that McNerney held research and development funding constant - at about $1 billion a year - from 2001 to 2005. If he had been willing to increase R&D each year, he might well have kept sales from new products at 33%, with or without Six Sigma. The BusinessWeek author didn't consider this possibility. To make matters even more confusing, in the May 14, 2007 BusinessWeek list of the Top 25 Most Innovative Companies, 3M was included as the 7th ranking company. When you consider how McNerney turned 3M around, it's hard to argue that he didn't introduce some new ideas at 3M. Glancing at Figure 1 again,
La loi de Ashby Si tu veux convaincre les gens de construire un bateau avec toi ne leur parle pas de plans de budgets et d’outils partage ta passion de la mer Gestionnaire leader- transactionelle transformationelle
Source: Harrison and Huntington (2000). GNP per capita from World Bank estimates of purchasing power parity in 1995 U.S. dollars Stephen Knack and Philip Keefer4, economists at the World Bank, proposed to measure the cross-country heterogeneity in social capital by using an international social survey, the World Values Survey, which reports direct information on the level of trust of people by asking them: “Generally speaking, would you say that most people can be trusted, or that you need to be very careful in dealing with people?”. This database is available since the early 1980’s. .
