• « Comment innover lorsque l’on est un groupe de près de 50 000 salariés, présent dans 80 pays ? Quels profils rechercher et pour quelles missions ? A l’occasion des Rencontres de l’innovation publique organisées par Microsoft, moment d’échanges entre dirigeants publics et leaders de la transformation numérique, Air Liquide a présenté l’i-Lab, son laboratoire interne d’innovation »

    tags: innovation casestudies airliquide uberization

    • l’objectif est de faire de la croissance radicale par l’innovation,
    • Mais pour tous, la question à garder en mémoire est la même : « Quelle est l’opportunité de marché sur laquelle je vais m’appuyer ? »
    • on se demande si un acteur ne va pas venir se « placer » entre nous et le client.
  • « Allons-nous vers une déconnexion revenu / travail ? Pour la première fois dans l’Histoire, une révolution technologique détruit plus d’emplois qu’elle n’en crée et le numérique commence à inquiéter un certain nombre d’économistes et décideurs.
    A l’occasion d’une journée exploratoire, la Société Française de Prospective, avec le soutien de Cap Digital a abordé ce sujet insuffisamment traité et a tenté d’envisager le futur de nos modèles économiques. »

    tags: work jobs technology employment innovation society basicincome

    • création d’un revenu universel et inaliénable pour tous les individus. Le revenu de base inconditionnel (RBI) serait un revenu attribué sans condition, sur le principe de droit fondamental. Celui-ci serait déconnecté de l’emploi et serait perçu par chaque individu de la société peu importe son âge, son statut socio-professionnel.
    • il ne s’agit plus de technologies de rupture comme cela a pu être le cas, mais bien d’un faisceau d’innovations dans divers domaines
    • “mon grand-père a fait le même travail toute sa vie, mon père a eu 7 emplois différents tout au long de sa carrière, et moi j’ai 7 emplois en même temps”
    • en 2025, 3 millions d’emplois français auront disparu en raison de l’optimisation des emplois actuels et de la robotisation.
    • Les innovations numériques vont certes permettre l’émergence de nouveaux secteurs et la création de nouveaux emplois, mais qui seront moins bien payés que ceux qui vont disparaître
    • Par ailleurs, nos sociétés quittent un modèle consumériste pour aller vers un modèle collaboratif.
    • Parmi les 1.160 réponses, trois quarts des interrogés pensent que le plus important concernant l’emploi est d’être dans une ambiance de travail agréable, de faire quelque chose d’intéressant et d’avoir un bon équilibre vie professionnelle/vie privée.
    • Alors que les anglo-saxons ont un rapport très instrumental à leur travail, les Français recherchent un certain épanouissement/accomplissement personnel à travers lui.
      D’où une problématique : comment les jeunes français vont-ils réussir à insuffler ce genre de modèle coopératif au reste de l’Europe si l’intérêt et le rapport au travail est divergent
    • l’innovation en France n’est pensée que d’un point de vue technologique, et non sociale et sociétale.
    • La deuxième proposition de Stanislas Jourdan (co-fondateur et coordinateur du Mouvement Français pour un Revenu de Base) concerne la création d’un revenu universel et inaliénable pour tous les individus.
    • De ce fait, Frédéric Fonsalas propose une nouvelle définition du travail, à savoir “toute action transformante impliquant un effort”. Dans un second temps, il soutient le fait que la possession est de l’ordre de l’inné, tandis que le don requiert une éducation.
  • « How will we be working in the future? What role will future business play in society? How will businesses attract talent? Virgin Unite’s Head of People shares some of the highlights from today’s B Team report, New Ways of Working. »

    tags: futureofwork wellbeing

    • The future of leadership will see employees being given far more freedom and opportunity
    • People will want to work with an organisation that has purpose.
    • People will expect lifelong growth
    • We will have to help manage the ‘always on’ culture caused by technology
    • Hybrid leaders’ will be in demand.
    • The concept of a job for life won’t exist.
  • « Yet despite almost a century of fine management writing and many successful initiatives, the ugly truth is that the lasting impact on general management practice has been limited. Even humanist change initiatives that were objectively dramatically successful have often been discarded by the firms that introduced them. Sooner or later, firms revert to stultifying bureaucratic practices as if on zombie-like auto-pilot. »

    tags: internet management bureaucracy employeeengagement competitiveadvantage

    • Why is change so difficult? One reason is that an unholy alliance links shareholder value theory and hierarchical bureaucracy.
    • That’s because making money for shareholders and the C-suite is inherently uninspiring to employees. The C-suite must compel employees to obey. The result is that only one in five employees is fully engaged in his or her work, and even fewer are passionate. The very foundations of humanist management—collaboration and trust—are missing.
    • As “better, cheaper, faster, smaller, more convenient, and more personalized” became the new norm, the ability to innovate with committed employees became critical. This in turn requires firms to draw on the passion and full talents of those doing the work to find new and better ways to delight customers.
    • The locus of competitive advantage is now determined by interactions with the customer, built on the work of engaged and passionate workers.
    • this means orienting everyone to the goal of delivering more value to customers sooner, and aligning all decision-making with this goal. It is a shift in mindset from “You take what we make,” to “We seek to understand your problems and will surprise you by solving them.”
    • To be sure, other changes wrought by the Internet bring new challenges that must also be dealt with. Increasing income inequality must be addressed with more progressive tax policy. Excessive financialization of the economy must be resolved by reining in the financial sector. Abuses of burgeoning monopolies must be met with stronger anti-trust action. Threats to privacy must be averted by appropriate regulation. The rights of vast numbers of part-time workers and “permatemps” must be protected through appropriate legislation. Education systems must support greater entrepreneurial skills and life-long learning to prepare people for the new world of work. Greater support must be provided for individuals to start their own businesses.
  • « OracleVoice interviewed Wang, author of Disrupting Digital Business (Harvard Business Review Press, May 2015), about what it takes to keep the modern digital business booming. »

    tags: digitaltransformation digitaldisruption digitalartisans data bigdata

    • The companies with the best math and design are the ones that are going to win.
    • A digital artisan is someone who knows how to blend the right-brain side and the left-brain side. These are folks who have a level of authenticity. They are relevant, super intelligent, and they understand where technologies are headed. They have all these qualities that help business leaders think about things in a systems perspective.
    • People keep saying, ‘I want real-time data.’ And I say, ‘No, you don’t. You want this data to mean something. What you want to do with that data is take it and tie it to information.’
    • The chief digital officer needs to be a kind of coach, a catalyst within the organization. These folks need to have enough power to start small projects, and have enough foresight to hand off those projects so they can scale up within an organization.
    • we’ll have a number of digitally enabled CXOs—HR leaders who know they need to hire digital artisans, CFOs who realize they have to change pricing models, or IT leaders who know how to move faster so that technology can be as agile as the business. The chief digital officer will ultimately go away, just like you wouldn’t have an e-business officer today.
  • « In recent months, I’ve started to be asked what’s coming next in digital and the enterprise. While I examined the more strategic up-and-coming technologies for the last year, this doesn’t really begin to paint the strategic picture that organizations must manage to now. After all, a laundry list of technologies is just that, and won’t create results by itself. But carefully situating emerging technologies within a business in a way that truly takes advantage of their innate and unique abilities to realize value creation does, and is the essential description of the hot topic today among CIOs and others in the C-Suite, digital transformation. « 

    tags: digitaltransformation platform networks communities data intelligence

    • Probably the most important concept that’s almost always missing from these views is the unique power of networks, especially ones made of people. One of the more remarkable is the sheer number of connections between nodes on the network that are potentially possible.
    • But in a world of mounting performance pressure, we should also expect a fourth form of platform to become prominent. Dynamic and demanding environments favor those who are able to learn best and fastest.
    • It’s also clear that mobility is going to transform and essentially disappear, into us.
    • Thus it won’t be long from now — as strange as it may seem today — that we can turn on the lights in our office just by thinking about it or order a product from Amazon after having an algorithm sift through the reviews for us simply by conceiving of doing so
    • The 3rd platforms enabled enormous commercial ecosystems such as those created by Google (especially their decentralized AdWords network), Facebook, Amazon’s Cloud, Apple’s phones, iTunes and App Stores, and the list goes on
    • In the 4th platform, these platforms will become even more important — rightly or wrongly — and the most useful ones to us will literally become part of our mental furniture. The fourth platform is ambient computing, which strong components that turn network potential from our favorite ecosystems into data, and then data into knowledge, and make it as easy as just thinking about it. The next generation commercial ecosystems will even augment time and thought for us, even predicting what we’ll need before we figure it out ourselves.

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