A l'ère numérique, on pense que la machine intelligente va remplacer l'homme. Ce qui est sûr, c'est qu'on la trouve jusque dans les conseils d'administration...
No hierarchy organizations- are fine but....Erwan Hernot
In this digital age, we talk about no-hierarchy organizations. Fine, but then, we need to give believers a complete view of the corporate landscape that needs to change...
No hierarchy organizations- are fine but....Erwan Hernot
In this digital age, we talk about no-hierarchy organizations. Fine, but then, we need to give believers a complete view of the corporate landscape that needs to change...
In the digital age, platforms that provide banking solutions and services have become more important than the banks themselves. As platforms have direct access to customers, they control most of the profits from transactions. Just as Booking.com controls the hotel industry, some non-banking companies are now providing banking services through easy-to-use platforms and interfaces, relegating banks to a secondary role for less profitable activities by losing control over the customer relationship.
Le digital change les modèles économiquesErwan Hernot
A l'ère numérique, on vante le "test and learn" et les méthodes agiles. Pourquoi ? Parce qu'on passe d'une économie linéaire à une économie de plateforme. Et ça change tout.
From digital native to digital immigrant!Erwan Hernot
This document discusses different levels of digital adoption and the mindset shifts required to progress to higher levels. It outlines that having a low digital level requires awareness of digital concepts, a mid level requires understanding new requirements and changing practices, and a high level means adopting new management practices and developing more agile reflexes. Reaching the high level involves learning from others, reframing work to add value for clients, and fostering out of the box thinking in one's team.
Entering the digital age means losing our bearingsErwan Hernot
Entering the digital age means losing our bearings as technology accelerates business changes by automating jobs, crushing barriers and allowing new players and innovations. As reality changes with the digital world, our existing mental models are not enough and we must learn to acquire new knowledge and behaviors to understand unknown territories and stay ahead.
The document contrasts two types of managers for the digital age worker. The improved manager is over informed, compares and connects information to put knowledge in perspective. They highlight motivating job satisfaction, encourage independent work, and want ideas shared. In contrast, the traditional manager stresses strict supervision, external rewards and penalties. They ask fewer questions and are less expressive, while boundaries between their world and workers' world remain important.
Les compétences relationnelles, condition sine qua non de l'efficacité managé...Erwan Hernot
Focus sur les compétences relationnelles ! Elles sont souvent évoquées mais rarement identifiées. Elles seules permettent aux capacités cognitives des dirigeants de donner leur pleine mesure. Dit autrement : la "belle mécanique intellectuelle" chère aux français ne suffit plus dans le monde d'aujourd'hui...
Coopérer, tendance 7 du cahier de tendances C-CampusErwan Hernot
Passer d'une organisation hiérarchique à une organisation collaborative. C'est l'une des clés des entreprises qui réussiront dorénavant. Quelques pistes pour une bonne collaboration dans l'entreprise. Un article de Sandrine Nogues de C-Campus.
Linda Jackson, Pdg de Citroen, à l'occasion du salon de l'automobile : "Dirige-t-on autrement ? Les femmes sont certainement plus à l'écoute, plus collégiales..."
Cahier de tendances Management, Tendance n° 3 Manager au féminin
Ne succombez pas au piège du leadership : si personne ne vous l'a défini, vous allez chercher longtemps. Plus modestement, travaillez votre légitimité...
In the digital age, platforms that provide banking solutions and services have become more important than the banks themselves. As platforms have direct access to customers, they control most of the profits from transactions. Just as Booking.com controls the hotel industry, some non-banking companies are now providing banking services through easy-to-use platforms and interfaces, relegating banks to a secondary role for less profitable activities by losing control over the customer relationship.
Le digital change les modèles économiquesErwan Hernot
A l'ère numérique, on vante le "test and learn" et les méthodes agiles. Pourquoi ? Parce qu'on passe d'une économie linéaire à une économie de plateforme. Et ça change tout.
From digital native to digital immigrant!Erwan Hernot
This document discusses different levels of digital adoption and the mindset shifts required to progress to higher levels. It outlines that having a low digital level requires awareness of digital concepts, a mid level requires understanding new requirements and changing practices, and a high level means adopting new management practices and developing more agile reflexes. Reaching the high level involves learning from others, reframing work to add value for clients, and fostering out of the box thinking in one's team.
Entering the digital age means losing our bearingsErwan Hernot
Entering the digital age means losing our bearings as technology accelerates business changes by automating jobs, crushing barriers and allowing new players and innovations. As reality changes with the digital world, our existing mental models are not enough and we must learn to acquire new knowledge and behaviors to understand unknown territories and stay ahead.
The document contrasts two types of managers for the digital age worker. The improved manager is over informed, compares and connects information to put knowledge in perspective. They highlight motivating job satisfaction, encourage independent work, and want ideas shared. In contrast, the traditional manager stresses strict supervision, external rewards and penalties. They ask fewer questions and are less expressive, while boundaries between their world and workers' world remain important.
Les compétences relationnelles, condition sine qua non de l'efficacité managé...Erwan Hernot
Focus sur les compétences relationnelles ! Elles sont souvent évoquées mais rarement identifiées. Elles seules permettent aux capacités cognitives des dirigeants de donner leur pleine mesure. Dit autrement : la "belle mécanique intellectuelle" chère aux français ne suffit plus dans le monde d'aujourd'hui...
Coopérer, tendance 7 du cahier de tendances C-CampusErwan Hernot
Passer d'une organisation hiérarchique à une organisation collaborative. C'est l'une des clés des entreprises qui réussiront dorénavant. Quelques pistes pour une bonne collaboration dans l'entreprise. Un article de Sandrine Nogues de C-Campus.
Linda Jackson, Pdg de Citroen, à l'occasion du salon de l'automobile : "Dirige-t-on autrement ? Les femmes sont certainement plus à l'écoute, plus collégiales..."
Cahier de tendances Management, Tendance n° 3 Manager au féminin
Ne succombez pas au piège du leadership : si personne ne vous l'a défini, vous allez chercher longtemps. Plus modestement, travaillez votre légitimité...