L’Entreprise Nouvelle Génération
400 idées inspirantes, 150 entreprises, 200 personnes – Les conseils et les bonnes pratiques de ceux qui ont réussi à transformer le management
Auteurs : Luc Bretones – Philippe Pinault – Olivier Trannoy
Préface : Jean-Dominique Senard – Président-directeur général Renault-Nissan
Avant-propos : Isabelle Kocher
Postface : Pascal Demurger, DG de Groupe MAIF
Sortie : 29 Octobre 2020 – Editions Eyrolles – 432 pages – 28 Euros TTC
Le management traditionnel, pyramidal, est dépassé et le temps des entreprises de “nouvelle génération” focalisées sur leur raison d’être est arrivé. Avec la vague numérique qui nous fait entrer à grande vitesse dans l’économie de l’innovation, les entreprises sont confrontées à des challenges d’adaptation inédits : comment remettre du sens de l’action, trouver une raison d’être ? Comment libérer la créativité et l’énergie des collaborateurs en valorisant la prise de risque, la responsabilité et les marges de manœuvre ?
Ce livre présente les nouvelles formes d’organisation d’entreprise et de modèles de management et s’appuie sur une enquête internationale menée auprès de plus de 200 pionniers, managers et chefs d’entreprises de toutes tailles et de tous secteurs, dans une trentaine de pays (Pays-Bas, Russie…). Toutes ces entreprises ont mis en œuvre des formes très innovantes de management, au sens organisation et gouvernance internes. Ils décrivent la transformation profonde de leur entreprise et les caractéristiques de cette transformation.
Parmi les entreprises étudiées : Décathlon, Michelin, MAIF, Renault (Supply Chain), Octo Technology, Engie Global Market, Sanofi, Mentaal Beter, Tochka, Youse Seguros, Partena Professional, de Volksbank, Hypoport, bol.com..
Cette enquête permet de repérer les lignes communes et de lier des expériences pourtant très diverses pour en faire ressortir les bonnes pratiques. Ces exemples serviront de modèles pour les managers à la recherche de d’exemples concrets qui ont fait leur preuve. Chacun pourra ensuite adapter ces bonnes pratiques à son organisation car chaque entreprise est unique et doit créer son propre système de gouvernance.
A qui s’adresse ce livre ?
Ce livre s’adresse aux chefs et cheffes d’entreprises conscients des limites de la gouvernance de leur organisation et désireux de transformer leur entreprise, aux directeurs et directrices des ressources humaines qui souhaitent accompagner ce changement, à toute personne, salariée ou manager en recherche de sens et de motivation et plus globalement à toutes celles et ceux qui désirent faire évoluer leur entreprise, son écosystème, le monde du travail, et au-delà contribuer au bien-être de la société toute entière.
« Nous avons souhaité répondre à la question fondamentale : « Quelle direction doit prendre l’entreprise de demain et comment la construire ? » Nous voyons que les anciens modèles d’organisation pyramidale sont à bout de souffle et ne sont pas générateurs d’épanouissement au travail, ni pour les managers ni pour les managés. Mais ce n’est pas une fatalité et nous avons tous, individuellement, dans un nouveau cadre collectif, la capacité de transformer l’entreprise. Nul besoin de se lamenter ou de se plaindre : des centaines d’exemples concrets nous montrent qu’une nouvelle forme de gouvernance, basée sur la raison d’être et l’engagement de chacun, peut créer de la valeur pour tous : collaborateurs, entreprises et société au sens large. Nous en avons acquis la conviction au contact des plus de 200 leaders rencontrés partout dans le monde et voulons partager ces bonnes pratiques au plus grand nombre » conclut Luc Bretones, coauteur du livre, président de Purpose for Good et organisateur de l’événement “The NextGen Enterprise Summit”.
« Dans un environnement aussi complexe et changeant, la capacité d’une organisation à mobiliser son intelligence collective, libérer l’esprit d’entreprendre, révéler les talents sont des facteurs clefs de succès. Pour ce faire, des entrepreneurs ont eu le courage d’innover en adoptant des pratiques qu’ils nous révèlent dans cet ouvrage : nouveau design d’organisation, gouvernance adaptative, équipes autogérées, … Leurs témoignages éclairent de nouvelles façons de créer et développer une organisation agile tournée vers sa mission profonde, sa raison d’être » complète Philippe Pinault, coauteur du livre et co-fondateur des entreprises Talkspirit et Holaspirit, deux logiciels supports de la transformation digitale des organisations.
« La période de confinement récente provoquée par le Covid 19 a validé les hypothèses développées dans notre livre qui se trouvent être certaines des caractéristiques majeures de l’entreprise de nouvelle génération. Au premier rang de celles-ci, et au-delà de la question fondamentale qui agite les salariés en quête de sens, quête que cette période si particulière a renforcée, la manière de manager semble entamer une profonde évolution avec la normalisation du télétravail. Comme nous l’expliquons dans notre ouvrage, le management mute, le management de contrôle bascule dans les entreprises de nouvelle génération vers un management de la confiance. En effet, les travailleurs d’aujourd’hui ne veulent plus obéir aveuglément aux ordres de leur hiérarchie, ils veulent être considérés comme des adultes et non des enfants, réclament davantage d’autonomie et de marge de manœuvre pour exécuter le travail comme ils l’entendent. Pour cela, obtenir la confiance de leurs managers est primordiale. Les entreprises qui ont mis de fait leurs employés en télétravail pendant deux mois ont bien été obligés de leur faire confiance et se sont rendues compte qu’elles n’y perdaient rien au change, bien au contraire ! » conclut Olivier Trannoy, troisième coauteur de l’ouvrage.
A propos des auteurs
Luc Bretones est président de Purpose for Good, organisateur de l’événement “The NextGen Enterprise Summit” et président du think tank Institut G9+. Expert de l’innovation produit qu’il a dirigée pour le groupe Orange pendant plus de six ans, il se consacre désormais à ce qu’il considère comme la prochaine grande disruption : les nouvelles formes de management.
Philippe Pinault est entrepreneur et cofondateur des sociétés Talkspirit et Holaspirit, opérant chacune une plateforme logicielle en support de la transformation digitale des organisations. Avec Holaspirit, il révolutionne le management traditionnel pour être le support de cette nouvelle génération d’entreprise.
Olivier Trannoy est juriste dans une grande entreprise et membre du think tank Institut G9+. Passionné par les réflexions autour des évolutions du monde du travail, il est aussi l’auteur de Futur du Travail (éd. Diateino, 2019), ouvrage rédigé aux côtés de Luc Bretones.
The NextGen Net Schedule
The reason why 90% of organizations fail in their collaborative transformation – in French
Alexandre Gérard is co-host of the Inov-On Groupe and a conference speaker on “The Free-Form Company”.
Watch the session here: https://cutt.ly/0f4vKjD
Organizational resilience: The new managerial challenge – in French
David Autissier is the director of the Managerial Innovation and Operational Excellence Chair in Essec Business School.
Watch the session here: https://cutt.ly/ZgnGVPB
October 27th, 5pm – 6pm CET
Partner Professional: Deployment of shared governance at scale – in French
Michel Halet is the CEO of Partena Professional.
Watch September’s sessions here:
Samantha Slade – Leadership is for everyone – in English
Link to the session: https://bit.ly/2GiT7cl
Anne-Claire Berg – Creating new futures through a culture of ownership – in English
Link to the session: https://bit.ly/3ipPmP8
Lisa Gill – Why reinventing organizations isn’t just about reinventing structures and processes – In English
Link to the session: https://bit.ly/3jBUX6J
We are living a turning point in history.
Emerging countries have emerged, the margins of traditional activities are being squeezed.
We are entering the economy of innovation, fast and uncertain.
At the same time, the disengagement of employees in organizations is at its peak all over the world. However, while the business models have been largely disrupted, the management inherited from Taylor persists largely. Managing the complexity and speed of transformation requires new forms of governance and new management methods.
The agile enterprise is driven by purpose, embodied values, and decentralized authority for greater autonomy, accountability, transparency and trust.
We wish to share the testimonies and know-how of pioneers from all over the world and engage the organizations of today and tomorrow in the most formidable adventure: the expression of their collective intelligence and the realization of their mission.
Artistic performances will take place throughout the summit
Launch of the Summit by Minister Bruno Le Maire
In Silicon Valley and more generally in the United States, companies normally mention that they want to change the world during the presentation of the project. They boast that their project contributes greatly to this change.
Well, some people will say that this is a form of Storytelling in order to give it a commercial approach. Perhaps, but these companies combine a societal mission and an entrepreneurial project in their presentations. So why deprive themselves of it!
André Citroën, whose centenary brand we are proudly be celebrating this year, would he not have wanted to change the world by widening access to the automobile? Would the company become a major place for changing the world? Sometimes companies are perceived, in an antagonistic way, as a place of exploitation and profit. Isn’t the contemporary company mutating towards a societal object as mentioned by the works of Frédéric Laloux?
The growing societal expression of the desire for participation, the complexity of competitive and regulatory environments and the need to rethink our production and consumption patterns in an environmentally conscious way, are all constraints and opportunities to rethink work and the organisational forms that make it possible. There is a contradiction between the increasingly procedural and constraining systems in response to complexity of environments and ordinary innovation requirements (at all levels of the organisation) for differentiation and optimization challenges. This leads to a managerial crisis that sociologist François Dupuy called “lost in management”.
In order to find solutions, many organisations develop managerial innovations to give people more room for manoeuvre and to develop their capacity for collective achievement.
The command/control model and the resulting functional-hierarchic structural organisations shift under the impetus of the collaborative and innovation requirements. This change cannot take the direct cutover approach by discarding the notions of supervision and the associated responsibilities. This change, which has already begun, is taking place in work and its organisation.
This emergence has different names such as the future of work or managerial innovation. This involves renewing management practices, ways of working and the content of the work itself. Slasheurs (people with several jobs), start-ups, freelancers, holacratic or sociocratic organisations (power sharing and empowerment at local level), etc. are all expressions of this future of work.
This raises questions of governance, responsibility, performance and mission that companies must integrate into their operations and organisation. Even if this can sometimes take the form of ineffective fashion effects, the movement is part of management in the form of managerial innovations.
Title : Adapt to the innovation economy>
How to Fix Your Failed Agile Transformation
The problem with many agile transformations is that existing methods and frameworks treat everyone the same. They make no distinction between startups and scaleups, between disruptive innovative ideas versus existing successful products. But starting new teams and scaling up innovation is more important than ever.
The key to a successful agile transformation is applying different practices in different stages of the business lifecycle. What works for a new product does not work for a mature one, and vice versa.
In this talk, we will nosedive into the major good practices for business leaders and product teams, from the moment they have an innovative idea to the day they will scale it up (or screw it up). Your agile transformation depends on product lifecycles, the innovation vortex, and the innovation funnel.
The topics include the Business Lifecycle, Problem/Solution Fit, Product/Market Fit, Minimum Viable Products, Business Model Canvas, Lean Canvas, Growth Hacking, Lean Experiments, OKRs, North Star Metric, Innovation Vortex, Empathy Maps, Lean Personas, Jobs To Be Done, Journey Mapping, Innovation Funnels, and more.
About the book My new book Startup, Scaleup, Screwup is about the European startup/scaleup scene. I have interviewed dozens of people at Spotify, Zalando, Booking, Typeform, TransferWise, Flixbus, and many other inspiring companies. Businesses all over the world want more innovation, with happier workers, and at a faster pace. It is time for them to learn how European startups are agile and lean, and how they scale up their businesses.
Author: Jurgen Appelo Publisher: John Wiley & Sons, USA (hardcover, 300 pages) Release in April 2019
Title : Agility as a lever for organization
Description: Companies are looking for an operating model that allows for greater agility in the face of increasing instability in their ecosystem.
But to truly embrace change, shouldn't we let go of the organizational side to allow new ways of operating to emerge?
OCTO, a company awarded several times as a Great Place To Work and recognized for its innovative management practices, seeks to apply the approaches of agile methods (short cycles, MVP) to evolve its organization and its models of operations.
This session aims to share these approaches.
Title : Common Sense Patterns for Organization-Wide Agility
Description: Organizations today face unprecedented complexity.
Success relies increasingly on a competent and engaged network of individuals and teams that learn fast, collaborate and respond quickly and effectively to the numerous challenges and opportunities faced. But how to get there?
In this talk, James highlights the contribution that key Sociocracy 3.0 patterns and principles are making in enabling people to get the best out of their collaboration.
And, how freeing people up to decide and act for themselves, within clearly defined constraints can radically improve an organization’s ability to innovate, adapt and learn.
Title : Corporations can pursue the common good single-mindedly and—thanks to that—succeed
Description : In the 1990s, to overcome the single-minded pursuit of profit and shareholder value maximization, many companies decided to focus at People, Planet, and Profit simultaneously.
It rarely worked because they pursued the People and Planet dimensions as long as it didn’t hurt their profits! In other words, serving People and Planet turned to be the costs of doing business—not a company purpose.
But for the last 5 years, we have studied several dozen companies which transformed themselves to serve their employees, customers, suppliers and local communities unconditionally, and they do it through their core business processes.
We call them “Altruistic Corporations.” That is the secret of their success, and it might seem amazing, but pursuing single-mindedly the common good proved to be the best way to achieve long-lasting economic performance too.
Title: Selfmanagement: the next stage of management?
Description: Selfmanagement is the next stage of organisational development. Working in a self steering way leads to better results and higher satisfaction of the employees.
Trust is the main principle, followed by autonomy, responsibility and freedom.
Teams decide how they organise their work, share responsibilities and make decisions. They are entrepreneurial in spirit and continually improving the organisation and services.
Title: Brave New Work / Lessons From 100 Attempts
Subject: Over the course of nearly five years, The Ready has had the chance to provoke and support Brave New Work inside 100 organizations.
We have seen success—we have known failure—and everything in between.
Now, for the first time, we will share some of the deeper lessons we have learned, and make a case for what is missing that prevents radical and rapid change at the scale we all seek.
Title: Formula X: How to become as fast and agile as a Formula 1 team
Description: While for some organizations it can take months to deliver new innovations to the market, Formula 1 teams have minimized their build-measure-learn cycle time to mere days.
A F1 team's ability to innovate, learn and adapt quickly in fast-changing conditions are key to outpace the competition and achieve performance. F1 teams simply can’t afford to waste time on slow decision making, ineffective meetings or other forms of bureaucracy. But can you?
Come to this session to take a look behind the scenes of a Formula 1 team, and learn practical things you can do to make your organization faster, agile and more innovative."
Title: Fireside Chat: Self-Management In Large Organizations
Self-Management In Large OrganizationsIn this workshop, three journeymen of self-management from different companies (Zappos, Engie, and Danfoss) will share their experiences, knowledge, and insights on what it means to implement self-management at scale.
What unique challenges do larger organizations face, how do you properly spread a message across hundreds or thousands of employees, and what common misconceptions exist around self-managing within bigger companies?
These questions will be addressed through a mix of storytelling, activities.
Title: De-constructing Leadership
Description: There have been plenty of conversations around what kind of leadership is needed in the New World of Work:
From "servant" to "agile" to "holding space" - many terms that try to describe what is the new appropriate way of leading. Yet, many of these terms still build on implicit associations and assumptions sneaking in through the door with the term "leadership".
A new paradigm of organizing makes it necessary to go beyond leadership as we know it and explore what qualities are required to co-create wholesome organizations.
The question for next:organisations is not about "power over" or "power with" but: What is the role of power in my organisation and how are we working with it?
Ewa Bocian, dwarfs and Giants: Rewriting the future of organizations. Catalyzing the evolution of wholesome organizations.
Title: Renewing meetings with Holacracy
Do you find that the meetings you attend are inefficient and waste your time?
Do you find that topics get bogged down and decisions are difficult to make?
That the "real issues" are not being discussed?
It is possible to make this collective time more efficient and satisfying.
In this workshop you will have the opportunity to review your experience of the meeting from top to bottom. HappyWork has developed a serious game allowing you to live the Holacracy experience from the inside.
You then leave with tools that can be used immediately in your next meetings.
Title: Language of spaces
Overcoming Resistance Against the Power Shift
Some “NextGen Enterprises” hold the potential to be real game changers for humanity and this potential is the power shift. Power shift stands for a deep shift from “power over” to “power with” to “power is”.
It doesn’t (only) require a structural shift in the organization, it requires a fundamental shift in mindset and is therefore a deep personal development journey for everybody concerned.
Being confronted with this requirement for personal change often creates resistance and methods useful in conventional hierarchical settings lose their effectiveness in a power shifted context.
In this workshop you learn about the Language of Spaces, a holistic framework to expand the core capacities needed for individuals to thrive in a power shifted context. It is the only framework for personal growth that was developed from the experience of working in a power shifted context and is therefore uniquely suited to support individuals and collectives on this transformative journey.
Facilitation roundtable of 7 participants
Interaction with the public with the horn tool
Real-time synthesis and voting of "good" ideas
7 managing directors personally and professionally involved in the ESG will try to draw the quintescence of their experiences to propose ideas and/or actions to accelerate the intention of the pact law. Namely the development of a capitalism more concerned by its environmental or societal impacts.
To answer this complex ambition, we will ask a simple question:
"You are Emmanuel Macron, you have a magic wand, what decision do you take immediately to improve the positive impact of companies on ecology, social and governance?
What would be the most powerful lever to advance the cause according to your experience?
The only constraint your wand has is limited resources... "
Managers of large groups, institutional representatives, managers of SMEs and SSE will try to answer this question through interactions between them and with the public present.
Title: The Psychology of Agility
Description: In the entire “new work” area agility is highly requested.
Beyond the normative idea of agility, which itself is not well defined, the concept has some fundamental psychological implications.
It’s one of the main insights from our research, that agility needs to come in harmony with reflection and personal development.
We see a strong need to strengthen psychological resources in order to get agility functional as well as psychologically sustainable.
In the workshop we aim to work on some fundamental aspects of personal and team related learning pathways to agility.
Title: Humanity above bureaucracy
Description: Humanity, autonomy and self organisation go hand in hand. We need a consistent world view and set of principles to create human organisations.
Our nursing model cuts bureaucracy and gives nurses more freedom and time with clients. How work in healthcare becomes 'love made visible' again.
Title: Design enabling constraints for agility, engagement and performance
Following on from his talk on the importance of consciously designed constraints to enable effective collaboration in self-organizing systems, this brief workshop will deepen the topic.
You’ll examine your own organizational context and experiment with Clarifying Domains (areas of work that you or others are responsible for). Clarifying Domains is an often overlooked, yet extremely valuable starting point when freeing people up to take greater responsibility for organizational management throughout a system.
This workshop is ideal for anyone working with organizations operating in complexity. You’ll learn about domains, why it’s important to clarify them, and their relevance for enabling effective self-organization and ensuring coherence and organizational integrity is maintained.
Title: NextGen Enterprise: taking change to the next level
Imagine you ignore the notifications your smartphone keeps sending you about updating your mobile's operating system. It would be a mess, right?
The exact same principle applies to your organization. Yet, reality shows that most companies ignore or don't even see these strong and weak signals. How come?
While the call for change has grown, the way that change is actually achieved has not. Let’s explore the differences between change and transformation, training & inner development together.
Be ready to walk away from this session with a new framework for better understanding and approaching transformational change and its complexity.
Title: PowerShift: What Self-organization Really Wants
How “PowerShifted” various self-organizing practices are at this moment in time.
"Imagine a world without employees where work is coordinated and self-organized in pursuit of purposes greater than ourselves. A world where we can delight in and lead our work with less fear yet grow from the challenges that arise when we risk stepping into our power and authority.”
Title: Cooperative society
Cooperative, Freedom-form company, shared governance, Holacracy. You don’t really know the difference ?
It feels like deciding everything together every single day ! To you it really sounds like chaos. Aliocha Iordanoff will share how he made the decision to open his companyto his team and how Holacracy made the difference to legitimate his new 6 associates.
Let’s share with Aliocha about his story in an active way and make a moove on your beliefs !
Title: From hyper hierarchical organizations to adaptive teams Sharing experience in the public sector
Does your organization need to accelerate decision making and adapt faster? Do you wonder how your team can be more agile and set the pace for the entire organization?
Is this just theory or is it real?
To answer these questions, participants will experiment a new metamodel of agility that is the result of 15 years of practice and experimentation and they will hear live testimonies from two special guests who are applying agile management right now : in a renowned Spanish hospital and in the Department of Social Welfare of the French government.
Key words : #AdaptiveTeams #AdaptiveOrg #HowtoAdaptDaily #CulturalTransformation #BusinessCase #Testimony #AgileModel #PublicSector #AdaptiveGovernance
Title: The challenges and solutions of selforganisation within a growing company
The workshop is about the experience of Mentaal Beter, an organisation for mental health in The Netherlands with 1000 therapists. In four years of experience with Holacracy based self organization we encoutered many challenges and discovered new solutions that we are happy to share.
To give a hint:
-How to set up a cell structure with a fast growing number of new colleagues and what to do with time spend on roles?
How to face the needs of employees within a larger self-organized company?
How to design a new way to cooperate with the work council.
The workshop is a mix of presenting our experience and share insights with the possibility to discuss serveral items involved.
Title : Designing hierarchy-free and human-centered organizations
The traditional business organization is no longer able to support the evolution of society or the complexity of the economic contexts.
A recent research project funded by Asterys, an organizational development firm born in 2001, has raised the veil on the systemic nature of current organizational challenges: it is the hierarchical structure and the paradigm underlying it that generate and reinforce the limiting dynamics in any company, no matter its dimension, industry, location.
The results of this research inspired Giovanna and the co-author Stefano Petti to design AEquacy, a new revolutionary hierarchy-free, human-centered organizational design and operating system based on a network of self-governing teams that dramatically increases accountability, innovation, agility, collaboration and, ultimately, performance. During the workshop session, participants will:
• Understand the systemic nature of organizational challenges and the influence of the underlying paradigm on people behavior;
• Gain clarity on how the hierarchical structure generates and reinforces precisely those dynamics that companies try to eliminate and why organizational change fail to succeed;
• Discover the AEquacy design and framework;
• Explore how Nespresso and LATO adopted the new hierarchy-free design and practices.
The title: Wholeness in a broken world
Wholeness in a broken world. Co-creating practical ideas to bring wholeness to our teams, communities, and ecosystems.
The kind of interactive / original moderation you would like to use, Presentation, small group work, and sharing
5 to 10 lines maximum describing the subject of your intervention. Never before has the third breakthrough of teal organisations been so relevant. However, Reinventing Organisations only goes so far in describing wholeness. It is one of the trickiest concept to fully integrate when running self-organised teams. How can we together investigate what is missing? How can we expand the approach to include not only our teams, but wholeness of communities and the wider ecosystem?
After all, how can individuals feel complete when the systems that they are nested in are not? What are some practical ways to unleash the potential of your organisational design and processes to bring whole system health?
You will walk away with a better sense of the interdependence and complexity of our systems as well as with practical ideas you can implement in your life and in your organisation.
Title: From the open source project to the purpose of Orange, digital technology at the service of conversation
The type of interactive/original moderation: interactive conference, the conference you are the hero of.
The pitch: How to re-engage for the transformation of the world? This question, is the thread of Marc-Antoine's career, since his beginnings as an open source community player and consultant at OCTO in the 2000s, then through entrepreneurship, today founder of amazingcontent.io and toguna.io.
A double contrast seized him very early on: On the one hand between what he perceives as the majority aspirations (social justice and ecology) and the direction in which the world is moving. On the other hand between the commitment of open-source teams and those of the clients of the large companies they consult for.
His conviction is that the driving force behind any transformation is conversation.
Title: Decide the salary together
What place for employees (-cooperators) in the choice and determination of their salary?
When a cooperative of collective interest (SCIC) of accountancy and legal expertise tries its hand at discussing and determining the remuneration of all employees;
this results in FINACOOP, the first of its kind in the field of regulated professions!
A deconstruction of the traditional vision of the salaried workers' compensation, which Mathieu CASTAINGS, the CEO and only chartered accountant of the firm, gives us, during a gesticulated conference, the ins and outs: The mini-conference will be followed by a participatory workshop where we will seek to explore, in a critical and collaborative manner, the issue of "what definition for a salary policy 2.0 ?”
Title: Navigating the polarity between "Enlightened Leaders" and "Unbossing the organization"
What is the work to be done when "leading"?
When looking at contemporary notions of leadership, we often encounter a fascinating polarity: on one hand the empowering leader, creating the space for others to flourish and thrive - on the other hand the idea that empowerment and self-organization will happen naturally when we just take away the layers of management and give people the freedom to decide for themselves.
This dichotomy contrasts starkly with our practical experience in self-managed organizations: a core piece of the work to be done is to disentangle the implicit expectations regarding leadership and move from a personality-driven concept of leadership to building an integral leadership system.In this workshop we will take a practical approach to
- unpacking contemporary notions of leadership and
- identifying the work of leaders and differentiating it into concrete roles as well as guiding principles and explicit requirements.
As a participant, you will get a chance to explore your own ideas and biases concerning leadership and you'll get a chance to develop experiments to run in your own organization to start an exploration and dialog of how an integral and fully distributed leadership system would mean in your organization and how it could help it thrive in the future.
Title: The 5 team competencies for success in shared governance
Sub-title Raising the level of awareness of organizations by learning 5 essential team practices is the way to succeed in shared governance, according to Laurent Vuarraz Voisin.
Video case studies and exploration of a practice in 45 minutes with TALK.SWISS.
The 5 competencies will be discussed
1. Mastering caring communication
2. Develop the capacity for introspection to articulate the I and the WE and to differentiate between function and person
3. Apply the 8 methodological benchmarks of the systemic (global vision and decisional interdependence)
4. Develop one's body intelligence and exercise one's sensoriality
5. Balance polarities: money, economy of the common good and sacred sense at work.
Title: All schizophrenic? From citizen to company: the new age of paradoxes
The type of interactive/original moderation: Cross-interviewing
The pitch: Transformations. Change. The words change but the dynamics remain the same. Organizations, whatever they are, are faced with the need to evolve to respond to an evolution of their ecosystem.
Today, more than ever, they are caught up in paradoxes that are increasingly difficult to reconcile: achieving growth, being environmentally friendly, creating sustainable employment, facing global competition, being customer centric, etc.
Faced with these injunctions, how should organizations and their leaders react? Today, more than a question of transformation, it is a question of coherence and therefore of choice for managers.
François and Emmanuelle will take a unique look at the company and its challenges in order to understand the dynamics of transformation, its benefits and the challenges for tomorrow's organizations.
If we have to propose changes to the margin in the coming weeks, what will be the process?
Title: Designing Self-Managed Organizations through Patterns & Antipatterns
Designing Self-Managed Organizations through Patterns & Antipatterns Organizations face many challenges while trying to navigate in the era of complexity.
Despite their uniqueness, there are similar problems and contexts that show up for change agents while facilitating and promoting a better system design.
In this workshop, you will learn how the concept of patterns and antipatterns can help org designers advance by reusing (or avoiding) certain practices. You will also learn about Organic Organization, a new approach to self-management that contains both a set of essential patterns and also an extended library of patterns and antipatterns.
Title: "DAO Design Workshop - What blockchains can do for organizations"
This workshop facilitated by Philippe Honigman and Nicholas G.S. Saul is a practical and participatory introduction to DAO (Decentralized Autonomous Organization) design, with a focus on enterprise use cases.
After a brief introduction to the concept of DAO and a short demo, participants will be invited to imagine their own DAOs and to draft their main features, using a simplified version of the DAO Design Canvas.
Title: Facilitation roundtable of 7 participants Interaction with the public with the horn tool Real-time synthesis and voting of "good" ideasDescription 7 managing directors personally and professionally involved in the ESG will try to draw the quintescence of their experiences to propose ideas and/or actions to accelerate the intention of the pact law. Namely the development of a capitalism more concerned by its environmental or societal impacts. To answer this complex ambition, we will ask a simple question: "You are Emmanuel Macron, you have a magic wand, what decision do you take immediately to improve the positive impact of companies on ecology, social and governance? What would be the most powerful lever to advance the cause according to your experience? The only constraint your wand has is limited resources... " Managers of large groups, institutional representatives, managers of SMEs and SSE will try to answer this question through interactions between them and with the public present.
Title: An Integral Approach to Self Organization
When we want to transform into a self managing organization, we tend to look to our organizations in a one dimensional way.
“All employees should become more entrepreneurial!” “Leadership should give up power!” “When we implement holacracy, the whole organization will change!”
Is this true? Yes. But is it enough? No.
In order to create sustainable change, growth is necessary in more dimensions.
CoreChange uses the Integral Framework that was developed by Ken Wilber. When we look at organizations, we distinguish four quadrants: the inner world of individuals (thoughts, feelings, inner motive, consciousness), the outer world of individuals: knowledge, skills, behavior, the inner world of the collective: culture, values, relationships, and the external collective world: processes, structures.
In this workshop, we will lead you through the four quadrants and introduce you to the methods and interventions that can be used in each quadrant. Also, we will show you the Scan we use to determine where your organization stands and what might be the natural next steps to take to move to the next stage of organization development.
Title: Be serious, let's play!
Let's see the unseen and put it out for imagination and co-creation!
In this workshop, you will experience LEGO® Serious Play®, a moderated process that combines the advantages of playing and building with Lego bricks to address challenges from the business world.
It can be used in companies, organizations and teams and is intended to promote new ideas, improve communication and accelerate problem solving, while creating a common understanding of a topic or problem.
Title : PowerShift: What Self-organization Really Wants”
Self-organizing the work is only a beginning. Rules-based replacements for management hierarchies give us glimpses into what fully PowerShifted Enterprises might look like.
Self-organizing systems like Socioacrcy, Holacracy, and Teal allow people (in principle) to play on equal power footing while simultaneously creating new power hierarchies in service of purpose.
In these systems, employment as the predominant source and structure of labor becomes an outdated construct, one whose time has passed. PowerShifted Enterprises create work relationships that move beyond employment.
Similarly, fully PowerShifted Enterprises, create legal and capital structures that make designations like for-profit, not-for-profit, or for-benefit no longer useful. PowerShifted Enterprises align everything to serve purpose while decoupling ownership from control.
So PowerShift is, in the end, what self-organization ultimately wants. PowerShift is just another step in humanity's quest for ever-better rules in service of ever more freedom.
Title: Better to pass by better than to pass by all rights
2 Quebec experiences. "Better to look crazy than go straight through." 2 Quebec experiences.
Description: A serial entrepreneur in the world of Technology and a "servant leader" in the associative world dialogue, in complete transparency, on their experience of the radical transformation of their respective organizations, in order to create more value, gain agility, deploy talent and generate growth.
They will highlight their journey and that of their teams through a holarchic structure, their mistakes and wanderings as well as the benefits of such a transformation, a little crazy at first glance. With a Quebec flavour.
Title: Culture Hack-tivism
Digital technology is now permeating all levels of the company, and the related wave of innovation is shaking up long-standing habits.
Technology is the keystone of business transformation, but it often frightens the uninitiated. It is in this context that companies need to rethink their organization and prepare their teams to deal with permanent change.
For Jean-Christophe Conticello, founder and CEO of Wemanity, one of the catalyst pillars of this new organisation is the manager who no longer has to traditionally "command" his teams, but must acculturate them equip them and prepare them to evolve in this new unstable environment.
Title : Russian school of self-management
Description : "Teal" trends that are already changing markets and will change the idea of management in 15 years.
An evening cocktail reception will bring together the keynote speakers and VIP guests of the event the day before, in the centre of Paris
Why they find The NextGen Enterprise Summit unique!
“The next generation of Organizations will succeed thanks to empowered and purpose-driven teams. People that dare to reshape their beliefs and stories, and adapt their decision-making and actions to an unpredictable reality.”
“Employee & customer satisfaction is the why of self-managed organizations, Changing the structures, processes & mindsets is the how”
“The acceleration of innovation and complexity in the global economy calls for new forms of governance and purpose driven organizations”
“The meaning and the why nourish motivation”
“The NextGen Enterprise opens up new perspectives on people, organizational and societal development. Unfolding True Potentials, daring to make a difference!”
“The NextGen Enterprise Summit is a founding event dedicated to bring democracy to life on a daily basis”
“It is time to connect our management methods to the 21st century.
We need to rethink our relation to work through new technologies revolution.
Managerial innovations will make it possible to align social and economic performance, enabling new generations to build socially responsible capitalism”
“The NextGen Enterprise will be a major political player in our society”
“We need to support people to incrementally process available information into continuous improvement of the value stream, products, services and skills”
“Be ready to meet change agents that are driving organizations into new paradigms”
“An essential aspect in the process of transforming governance to a self-organization system that is very often underestimated is personal development”
“Change Companies to Change the world”
“Supporting collaborators’ growth of consciousness and offering leaders a developmental edge will be a distinctive trait of any NextGen Enterprises”
“After decades of relatively limited discussions and the insignificant adoption of alternative models to break the chains of the Taylorist prison, we are finally experiencing a Cambrian explosion of modern principles, proposals, theories and conceptual movements that attempt to unleash the human capacities required to compete in the new world”
“H.O.P.E. (Higher order purpose of existence) will be the key factor for the next societies. Purpose, meaning and positive co-operation are existential for the future. The organization of the future needs to be a Positive Organization”
“The Altruistic Corporations are already a reality and more are to come”
“It’s time for human-friendly organizations to become mainstream”
“Once a team is trained, it finds its way on its own”
“I believe in a constitutional management because it is the only way to break the subordination link induced by a hierarchical management”
“The problem is that we all try to change others, whereas we should start with ourselves and lead by example”
“Hierarchy has had its days. It’s time to build supple, human-centred organizations”
"The NextGen Enterprise: from traditional management to adaptive and purpose driven organizations"
For group order (3+ tickets), please contact us at email@example.com