Nurturing and scaling a purposeful innovation culture while building effective leadership.
We always actively talk about how culture eats strategy for breakfast and how understanding the underlying way an organization processes decisions is critical when dealing with critical market changes. This notion of 'culture' and its 'importance' is never met with resistance. It is probably because it...
Based on a programme we designed and have been running for a few years with a French administration facing critical changes, let's illustrate and share our approach to layered learning in implementing cultural change.
Today it's all about a more nuanced and practical discussion on how to apply innovation frameworks depending on which type of team culture you're dealing with. And because we never have much time in innovation, let's boil it down to three types of culture.
![🟢 [ Looking back at ] 15 years of mentoring](https://images.unsplash.com/photo-1612993232871-47e86e7de1f9?crop=entropy&cs=tinysrgb&fit=max&fm=webp&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDV8fHBlYWt8ZW58MHx8fHwxNjYyNzkzNzE2&ixlib=rb-1.2.1&q=80&w=600)
Mentoring is now a wide-spread practice that is more or less loosely understood, but that is always of great promise. After working on this subject for about 15 years and obtaining a PhD on the very subject in 2012, I thought it would interesting to look back and reflect.
Some further comments (and reminders) on a recent webinar on feminine culture at work. And why integrating feminine culture elements is key for corporations facing innovation challenges.
I just read about an intriguing signal about incumbent big retailers. The TL;DR is that companies like Nordstrom or CVS are increasingly tweaking their C-suites structures by naming executives at specific roles to adjust to the explosive growth of e-commerce. Does it read like 2012 news? Kind of. Here&...
