To transform, but still?

by bold-lichterman

Faster ?

The objectives of the Start-up have been transmitted by the Management, the technological means are in place or in the process of being appropriated, the business expertise is well integrated – often by project managers and project managers -, the meetings of advancement are (very) numerous.

However, the changes made are not bringing the expected fruits. Because the competition has already set them up, start-ups are one step ahead and “well-informed” customers expect more

In short, things are not going fast enough! Worse still, in the name of this speed and of the “road map”, initiatives outside the framework are sometimes corseted by an invisible vice linked to the decision-making process which “must respect the hierarchical path”.

Of course, this reactivity is necessary, but in an era where innovation cycles are constantly shortening, it is not sufficient. The company must cultivate proactivity and continuous improvement in the service of a common ambition… A full-fledged corporate culture.

More sustainable…

With a few rare exceptions, change is perceived as a constraint by all of us if we are not at the origin of the trigger and / or convinced that it brings us (r). This is how…

Systematic financial incentives are not the solution, at the risk of motivating “mercenaries” and cultivating the occult rather than transparency, the source of global progress.

Simultaneously with the transformation plans already underway, the company must take advantage of this atmosphere of change -which all approve in principle- for make deeper changes.

Let’s be pragmatic. Each company is different, by its history, its culture, its environment, and yet it remains a common force to all: the people who compose it. And it is women and men, better and better informed and more and more competent, which will bring successes… and failures.

To be mobilized over the long term, teams need follow a course that they find “sane” and want co-write the story… Does strategy remain the privilege of governance? Are initiatives and the right to make mistakes recognized? Are co-reflection and co-development organized? Is daring put forward by management?

Maintaining motivation is not enough, the challenge is to develop everyone’s involvement, initiatives and co-reflection. The solutions will therefore come from the teams and collective intelligence -the world is complex- that the company will know organize, cultivate and stimulate continuously. A challenge all the more exciting when you have to integrate several generations who do not always see the world of work in the same light …

Bringing out innovative ideas in all trades in the service of a common goal is the first step. It will then be necessary to prioritize, put into action and maintain cohesion around the projects. In short, to manage and get down, fact, at the service of operational teams.

Pepper Board – Yann Jaslet – May 2018. Find out more

The contributor:

From the concrete experience how to move from the organizational“I managed 3 companies and lived the different life cycles of the company: creation, growth, recovery, transformation… On the strength of these experiences, I created Pepper Board to help managers to transform their business model and their managerial culture to implement it. Our approach is to engage teams in change construction and install a process ofcontinuous improvement.

Our know-how covers the management of organizations and people, as well as the strategy and distribution of Brands. »Pepper Board – Yann Jaslet – May 2018. Find out more