4 Keys to boost your reverse mentoring programme

After a few years designing and supporting reverse mentoring programmes, many of the same issues keep coming back. Reverse mentoring is often a great strategy to support the digital transformation of an organisation since it connects senior decision makers with junior digital natives. The idea is simple, by encouraging cross-generational discussions and experience sharing the organisation gains in agility in the digital era. However, in reality, many issues cloud this simple logic and we are going to explore why that happens and how to get over it. Continue reading “4 Keys to boost your reverse mentoring programme”

Why culture change fails

Companies are making many different attempts to change their cultures as they realise that it has become critical if they want to survive in their rapidly evolving markets.

Why culture change fails

When dealing with culture change, companies usually choose among three main strategies. Every one of them has obvious benefits but often is badly implemented because the overall logic of culture change is not understood. One of the usual trap is that culture change is often too directive, and directing hundreds or thousands of people to behave differently, to think differently, to make different decisions, to have risk mindset… becomes an impossible task. Here we’ll explore the three usual ways to change organisational culture follow, see their benefits, and why they fail. This will lead us in a follow up article to open a different approach more rooted in how the organisation’s DNA and its culture intertwine. Continue reading “Why culture change fails”

Trading risks keynote

If you’re in Darmstadt on May 17th, you can join me and the wonderful team of the Merck Innovation Center at 5:30pm for a keynote on Trading Risks. We’ll discuss how startups and multinationals should recalibrate their relationships after years of fumbling around, and why building no-bullshit synergies matters more than ever.

Follow this link for further details.

Let’s grab a sake in Tokyo

sake in tokyo

I’ll be in Tokyo from May 22 to 26.

As usual, I’ll be working with customers, but if you’re around this is also a good time to grab a coffee or a bite and exchange on business, innovation or other things. Just connect with me on Twitter or through the ‘Contact us’ menu above.

I might also have spare time for a keynote or an event in case you’d be interested. : )

How to explain your business

We tend to use overly complex or simplistic tools to design or assess businesses. The middle-road of simple to understand, yet weaponized tools is always hard to get to. Ask any any executive or entrepreneur to explain his company and you usually get a mess.

Two weeks in Shanghai working with dozens of MBA students holding managerial and executive positions in various industries always ground me back to the basics of business. One of the most basic questioning that managers, innovators, or would-be entrepreneurs are asked is: can you explain your business? The answer is always a mess.

Continue reading “How to explain your business”

The book on ‘La Fabrique des Mobilités’ is out

La Fabrique des Mobilités is a European acceleration program dedicated to transportation and mobility projects.

A large part of my work in 2016 was helping the French Environment and Energy Management Agency to develop a better, more effective action on the tremendously complex mobility market. There is now a digital book that explains how this collective endeavor has been achieved and where the ‘FabMob’ collective is in 2017.

Hopefully, there will be an English version at some points (especially given the fact that there are more and more international partners on this platform), but for now, it’s 80% in French.

 

Emotions augmented leaders

For many years Emotional Intelligence has been in the many leadership development agendas of HR and training program managers. In this series about emotions, I’ll endeavor to offer leaders a new way to understand emotions so they can develop their emotional and self-awareness as well as their capacity for empathy. Continue reading “Emotions augmented leaders”