A CEO’s Perspective On How To Start An Organizational Transformation

A CEO’s Perspective On How To Start An Organizational Transformation

This guest blog is written by Matt Bell, you can find his bio at the bottom of this article. I started with Shared Lives SW at the end of February as their new CEO. Shared Lives SW is an amazing charity that works with 250 incredible carers that share their homes and lives with people that need it. At the heart of Shared Lives is simply put, people caring for people as part of their lives, in communities. Before I started, I had gone through quite a personal journey involving lots of reading. Cutting a long story short, I was left with a list of values I felt were important, […]

Why I decided to go from self-manager to manager

Why I decided to go from self-manager to manager

Why I decided to go from self-manager to manager Personal experiences in self-management — Part I Take a purpose, add a bunch of software developers, tell them they are self-governed and anybody can make any decision, stir and see what happens. That was the courageous and bold experiment that I was part of for two years as one of the software developers. It was fun and engaging, provocative and developmental, chaotic and frustrating — in more or less equal parts.

From pyramid to lattice — Gore democratic management

From pyramid to lattice — Gore democratic management

It has been a great opportunity to meet one of GORE France ex leaders Richard Ritt and to learn how the giant multinational company founded in 1958 by Willbert Gore is dealing with self-management issues. Gore core values are freedom, fairness, commitment, waterline (“Everyone at Gore consults with other knowledgeable Associates before taking actions that might be “below the waterline,” causing serious damage to the enterprise”). There are no bosses in the company, everybody is equal. Benefit redistribution are regular practice, most Gore employees are associates. Gore structure is not a pyramid but a lattice, a leader is not above but in the center of the lattice. Lattice is based […]

Servant Leadership

Servant Leadership

Servant Leadership Le modèle classique d’organisation de l’entreprise, directement issu des traditions militaire ou ecclésiastique, conduit à mettre en avant la figure du dirigeant héros ou sauveur. Par voie de conséquence, le mode de relation avec les membres de l’organisation est forcément monarchique, voire autocratique. Il est temps de changer de paradigme et de promouvoir le leader qui renverse le sens de la relation, se mettant au service de ses troupes, elles-mêmes au service d’un projet. Au-delà de la grave crise conjoncturelle qui a affecté ces dernières années beaucoup d’entreprises et d’organisations, celles-ci sont aujourd’hui de plus en plus confrontées à une crise «structurelle» des modes de management. Elle se […]

Newsflash: There Is No One-Size-Fits-All Model to Happiness At Work

Newsflash: There Is No One-Size-Fits-All Model to Happiness At Work

Newsflash: There Is No One-Size-Fits-All Model to Happiness At Work Happiness at work is hot. People and organizations all across the world are eagerly trying to improve the way we work. Not just to improve the lives of the large number of disengaged employees, but also to make companies, NGOs, hospitals and schools more successful, effective, and productive. And there’s a good reason for it: there is a huge amount of untapped potential within organizations since only a tiny part of the workforce is truly engaged with their work. The fact that happiness at work is trending seems to be a good thing, but the way most companies are trying to “implement it” is fundamentally […]

VUCA

VUCA

VUCA : former les managers à l’incertitude VUCA est-il un énième acronyme dans le jargon des managers toujours friands d’anglicismes ? Au-delà de l’effet de mode que ces quatre lettres suscitent, le « VUCA world » met en lumière la difficulté de la prise de décisions dans un environnement complexe et incertain. VUCA, ce sont quatre termes : Volatility (Volatilité), Uncertainty (Incertitude), Complexity (Complexité) et Ambiguity (Ambiguité) donc 4 types de problématiques qui demandent chacune des réponses.   Enregistrer