Reconciling growth and common good through managerial innovation
2020, March 26th & 27th, Paris >>
The digital wave is ushering us at high speed in the innovation economy. The commoditization of historical business models, their uberisation by Internet’s pure players and the maturing of former developing countries impose innovation as the only leverage for value creation.
Few companies resist those cycles, and are immune to the forces of creative destruction. According to Innosight, an innovation consulting firm, the 33-year average tenure of companies on the S&P 500 in 1964 narrowed to 24 years in 2016. It is even forecasted to shrink to less than 12 years by 2027. The facts are dizzying in the history of markets. An accelerated renewal of all economic actors is at work.
At the same time, the Gallup Institute revealed in a frightening recent study that 85% of employees are not engaged at work, while 18% of them are actively disengaged. The new millennials generation wants to break with this reality. This generation has a massive desire for organizations driven by high purposes. They want to join positively impacting projects. Reconcile growth and common good.
Organizations are thus facing an unprecedented challenge to adaptation. How, indeed, can they continuously respond to such a constantly evolving environment ? How can they redesign themselves to integrate purpose, and coordinate all their activity to serve this purpose ? Eventually, how can they unleash the creativity and energy of their employees and promote risk-taking, responsibility and flexibility ?
The standard managerial model inherited from Taylor, more than a century old, seems to be losing impetus at the beginning of the 21st century. Its pyramidal rigidity, its unnecessary complexity, and its stifling monitoring and overly procedural system is gradually making it obsolete. It is nothing but repulsive to talent.
However, in recent years, a rising movement has led some actors to call into question their governance model, in a need to increase agility, commitment and efficiency. It led, at first, to the flourishing scrum framework, that reached the agile development teams of the Silicon Valley during the 2000s before pervading the whole economic world.
Later on, around 2010, the lean startup helped organization address optimally the challenges of product design and launching, through its concept of short iterations with customers in small and multidisciplinary teams.
And nowadays, the adaptive organizations model - teal, SelfOrg and such - offer precisely the operational solutions to the urgent needs mentioned above.
These next generation governances encourage the emergence of a more powerful collective intelligence. They promote a new distribution of authority, where decisions are taken as close as possible to the place of their execution. They push for each other’s talent expression.
More than ever, we need to get over with endless hierarchical levels, and get rid of useless managers cohorts. More than ever, we need organizational models inspired by the living, and its organic and constant adjusting. We need companies where transparency fosters trust, where job descriptions break away from rigidity and offer space to roles, and where functional matrices give way to an organization in autonomous circles.
Today, thousands of people around the world have switched to these forms of human-driven governances, where performance remains a constant individual and collective search.
Join the first edition of the international event "Managerial Innovation rhymes with Revolution for Good" on March, 26th and 27th in Paris and meet the world's leading experts in self-governance from the Netherlands, USA, Germany, Russia, Switzerland, Brazil, Finland, Denmark, Belgium and many other countries.