We are living a turning point in history.
Emerging countries have emerged, the margins of traditional activities are being squeezed.
We are entering the economy of innovation, fast and uncertain.
At the same time, the disengagement of employees in organizations is at its peak all over the world. However, while the business models have been largely disrupted, the management inherited from Taylor persists largely. Managing the complexity and speed of transformation requires new forms of governance and new management methods.
The agile enterprise is driven by purpose, embodied values, and decentralized authority for greater autonomy, accountability, transparency and trust.
We wish to share the testimonies and know-how of pioneers from all over the world and engage the organizations of today and tomorrow in the most formidable adventure: the expression of their collective intelligence and the realization of their mission.
What are the main transformations at work and the characteristics of the new working methods?Â
What are the remarkable changes in the roles of executives, managers and employees in an ultra-connected world where technology reinvents work and where the customer and employee experience becomes a major challenge?
How can these transitions be supported?
- Managerial Innovation
- New enterprise frameworks (purpose driven company, cooperative,..)
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We will highlight the trends described by the leading institutes, studies and illustrate them by figures... We will show that the future of work is already here, describe it and make it concrete.
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#Collaboration #Mobility #RealTime #Management #Values #Soft Skills #Workspaces
From a "For Profit" company to a "For Purpose" company, what place and role for the company today in a world with multiple and complex social and societal challenges? Companies are today the most powerful lever for transformation in the world, to what extent? What challenges and responsibilities for companies that have become platforms and as powerful as states.
-Â The Psychology of Agility
- Thoughts, Experiences & Research evidence on the soft-skills requirements for NextGen Management models
-Â NextGen Management: Changing the rules of the power game
- How to enable psychological development with tools such as Non Violent Communication, Johari Window, etc.
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Holacracy, Sociocracy, S3.0, Open Organization,,... What are the agile methodologies that define new generation business models? How to implement and deploy them? What are the advantages and difficulties inherent in these tools?
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- Holacracy
- Sociocracy and Sociocracy 3.0
- Deep Democracy
- GTD
- OKR
- Aequacy
- Scrum / Agile
-Â Comparison of methodologies
We will give the floor to those who set up the models and to involve companies within the commissions that implement these methodologies, accompanied by their advisory structure.
In an era of automation and AI, what place for the human being in these new companies? Why are people-centred companies the most successful? Why can there be no successful customer experience without a successful employee experience? What are the levers of a successful employee experience? What role does culture and values play? How to support these transformations, from training to coaching and new NVC techniques.
- Recruitment
- Onboarding
- Salaries
- Feedback
- Learning & Development
- Career Path
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The more automation replaces man in the mechanical dimension of jobs, the more important the part of man in what defines him (intelligence, creativity, emotions,...) becomes.
The importance of diversity will also be discussed here.
#SoftSkills
How to scale up a company while keeping the same startup spirit? How to manage a company in a period of hyper growth?
How to develop innovation while growing?
What are the keys to success, managerial practices and innovations in place in hyper-growth organizations?
- Testimonies of organizations with several hundred to more than a thousand employees which have experienced a very strong growth phase.
We will cover themes addressed in the Process, Practices, Methodologies, etc. section, but will highlight them in a context of strong growth.
#Growth #Leadership
The new generations of companies are characterized by new practices in all areas:
- Decision-Making Processes,
- Information Sharing,
- Culture and Values,
- New Meeting Formats,
- Innovation.
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We will focus on the innovative practices of new generation companies, in what characterizes their way of working and their daily practices.
Companies will testify about their internal "ways of doing things".
#OKR #Strategy #Recruitment, #Onboarding #Roles #Reviews #Compensations
From recruitment to compensation policy, role definition and regular reviews, how do organizations transform traditional HR processes into new distributed and evolving practices?
How new generation companies develop strategy? define budgets?
What are their purchasing practices?
How do they organize their innovation process?
