Nurturing and scaling a purposeful innovation culture while building effective leadership.
So I’ve decided to continue the series of transformation leaders’ interviews and I’m starting this year with Thierry Zedda, a French engineer, currently working as a Performance and Portfolio Manager at DSM [one of the largest Dutch companies with 10 bill € in revenue, and employing over 20,000
During the past few years, whether discussing mentoring programmes or cultural transformation with large corporations, I am faced with a disproportionate belief in “tools”. I think I need to clarify that it is not because as consultants we use tools that we sell tools. A keynote from Frédérique PAIN [https:
When I wrote the “Mentoring by FabMob” white paper [https://innovation-copilots.ghost.io/mentoring-by-fabmob-download-the-white-paper], I was already hinting at an example of use of mentoring to facilitate the cultural integration in the case of acquisition of a new entity. I do not wish to go into the well documented difficulties
Worldline [https://worldline.com] has been one of the key customers I’ve been implementing a company-wide strategic mentoring program (you will spot me here and there presenting, gesticulating and laughing in the short video). During the last four years, I’ve been starting up, designing, implementing, training, tweaking, measuring
Philippe had been hinting at one of the combined tools we’d like to share: the culture and innovation frameworks. The culture framework that we’ve been using for years informally when helping organisations in their strategic transformations is the “other side” of the innovation framework Philippe has been sharing
I am very much surprised to see many analysts thinking seriously that Facebook facing a colossal data gate, could turn around and suddenly become customer-driven. This doesn’t make a whole lot of sense. Facebook will be Facebook. But to understand that, you must go past obvious solutionism (they should
For this first in the series of interviews of Transformation Leaders, I interviewed, at Airbus’ Leadership University, Laurent Fradin, Digital Transformation Leader, from the newly created Digital Transformation Office at Airbus. [We got the] digital wave in our face… [let’s] surf the wave… He calls himself a “communication guy”
A recent podcast about “How to fix your company’s culture” grabbed my attention because it illustrates how rarely big corporations actually work on their culture. Although, I would say the “fixing” entails something is broken and I wouldn’t say that corporate culture could be broken. It might be
In the past year or so, with so many media scandals about various company culture dysfunctions, many other corporate cultures being dissected, [https://biteable.com/blog/inspiration/company-culture-videos/]scrutinised and analysed, and the many advice published online, it seems about time to hire Company Culture VPs to ensure the culture
Even when most of the “right” ingredients were implemented, most corporate culture changes fail anyway. And the quintessential trap is always the same: the culture of a company is a multi-layered assemblage. Work on one layer at a time (such as the behaviours) and you’ll have results. However, after
When dealing with corporate 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
It is key to understand what type of entrepreneur an incubator is supporting in order to cater to their specific needs. Do they need to develop their awareness of opportunities or their capacity to engage with the right ecosystem? The profiles are based on three key families of behaviours which