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English version below. Dans le document " Organiser pour la complexité ", Niels propose des principes d'organisation pour adapter son organization à la complexité. La maturité de ce document est le résultat d’années de travail qui se matérialisent dans ses  autres présentations disponibles en ligne . Ces idées font parti d'un mouvement plus large nommé "Beyond Budgeting" qui se défini comme "un mouvement après le commande et contrôle, pour un modèle de management avec plus d' empowerment et adaptabilité" Vous trouverez parmi les cas d'utilisation réalisés par " l'International Center for Outperformance ", celui de la société FAVI (Voir diapositives en fin de ce billet) . Niels a aussi publié quelques  notes intéressantes sur ce sujet. François Zobrist qui est au centre de la mise en place du management à la FAVI donne dans la vidéo ci-dessous, un témoignage au CJD Biarritz. Vous trouverez des similitudes avec le docu...

English version below.  Nos organisations peuvent avoir des difficultés à définir une structure interne qui réponde aux contraintes sociales et économiques externes. Celles actives dans des domaines soumis à des contraintes de changements douces, peuvent se contenter d’améliorations continues. Par contre, dans la plupart des domaines technologiques, les structures managériales ne permettent pas d’affronter l’accélération créative/économique en cours. Nos organisations IT ont trouvé des principes d’amélioration par la gestion en flux, le fast design et la validation anticipée (Agile, Devops, LeanStartup, etc.). Néanmois, d’un point de vue managériale haut niveau, il n’y a pas vraiment de principes adoptés et mis en place dans la globalité de l’entreprise.  L’année dernière, grâce au mouvement #stoos , j’ai redécouvert le mouvement “Beyond Budgeting” (première rencontre ALE2011 ) et ai vraiment apprécié le document de Beta Codex “Organiser pour la complexité”. J’ai décidé...

Everybody can blame their top managers for a good reason. But we can really judge them when they talk about us from outside the company. How many times do they need to say that we are smart, to make sure we believe them? What is Eric Schmidt's score?

Sir Ken Robinson definitely has a great capacity for communication. Please find below an animation based on his talk at the RSA (Royal Society for the encouragement of Arts, Manufactures and Commerce) about the changing education paradigm. Just as the RSA is a good source of knowledge, TED is also huge. You can follow the backstage of TED with him and another guy, by watching the video below. There is more videos on Sir Ken Robinson Website . Sources : RSA : Royal Society for the encouragement of Arts, Manufactures and Commerce Sir Ken Robinson : the element Vimeo : Behind the TEDTalk 2010

Jason Fried thinks that the office isn't a good place to work efficiently. He details the main problems and proposes three suggestions to make work work. Source : Curious Cat Management Improvement Blog : Jason Fried: Why work doesn’t happen at work

There is something I profoundly hate: the appropriation of everything by over-enthusiastic people to their cause. Each time they have an opportunity to incorporate a form, a concept or a human behaviour to their religion, they spread the world with tonnes of material justifying their beliefs. After, such a demonstration, please be sure, that by presenting the following video, I have no reason to doubt my chosen religion. Enjoy these 7 minutes... Thanks Didier, for the link. Sources : TED : Tom Wujec: Build a tower, build a team

I hope to be more prolific in a few months, but my current professional life is quite busy. Consequently, sharing great content is my only way to feed this blog.  From TED "When the dotcom bubble burst, hotelier Chip Conley went in search of a business model based on happiness. In an old friendship with an employee and in the wisdom of a Buddhist king, he learned that success comes from what you count. " Thanks Didier for sharing this link.

Dan Ariely uses classic visual illusions and his research findings to show how we're not as rational as we think when we make decisions. Source: Ted : Dan Ariely asks, Are we in control of our own decisions?

Career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don't: One: Those 20th century rewards those motivators we think are a natural part of business, do work, but only in a surprisingly narrow band of circumstances. Two: Those if-then rewards often destroy creativity. Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive. The drive to do things for their own sake. The drive to do things cause they matter. I also recommend this second video from Dan Pink. It is short with a really clever white board drawing. History: 11/4/09 : First publish 05/29/10:  Add RSA video

Last century, I used to send to my colleagues a constant flow of emails with links I considered relevant to our work. Experience has shown me that pushing information to people doesn't mean they assimilate the essence of the content. Worse, if you send too many messages they will get ignored and after filling up your colleagues' mailboxes, they will tend to automatically bin them. Pushing information is definitively a waste of time for both the sender and the receivers. While the enterprise's knowledge is supported by the enterprise content management , the availability of web tools has led many organisations toward Enterprise social software . A blog for a project, for a service or for the general news, are surprisingly adopted without an effort of persuasion, where the traditional content management tools have failed. Easy to use, and effective with a small amount of writing are the main characteristics of this technology. A wiki is a group of web pages that people can ed...