Delete reports in management committees
In many organizations, the ritual of the management committee report continues without real questioning of its usefulness. Presented as a
Remove the steering dashboard to redirect attention to the ground
Keep a steering dashboard as the sole compass depleted the operational analysis. Attention focuses on consolidated indicators, far from the
Value the experience of boredom as a strategic resource
Professional boredom, often avoided or relegated, can become a raw material usable for analysis, optimization or strategic regulation purposes. It
Testing without alignment of interests between the partners
The myth of the perfect alignment between associates mask of sometimes richer operations, based on assumed deviations. Rather than seeking
Keep only providers who call into question internal procedures
The use of external service providers often rests on a controlled logic of execution, aligned with pre -existing internal standards.
Design a purchasing policy without supplier referencing
Give up the formal referencing of suppliers in depth modifies the supply mechanisms. The approach is to open the field
Test a development strategy without any own legal representation
Diving a development strategy without going through the creation of a legal vehicle makes it possible to explore territories of
Create an internal unit dedicated to the deceleration of projects
The permanent pressure to advance quickly often leads to a form of structural wear in organizations. Accelerating becomes a reflex,
Unpublished approaches to daily leadership
The evolution of organizational modes accelerates the requirement of leadership in ever more hybrid, interconnected, transversal configurations. The leader’s role
Manage growth not by demand but by the gradual reduction in supply
Tensions on supply chains, sustainable energy constraints and environmental limits require new reading of growth. The classic response consisting in