We spoke on managerial innovation in November 2021 at the Campus de l'Innovation Managériale, organized for 2 days by ISD(Institut de la Sociodynamique). It was an opportunity to lead 2 workshops, the main points of which are summarized in this article.
The Campus de l'Innovation Managériale: France's biggest event dedicated to managerial innovation
The 3rd edition of the Campus de l'Innovation ManagérialeFrance's largest event dedicated to managerial innovation, in an exceptionally remote format. This year's program featured 4 key themes:
- Growth and performance: what kind of development is possible in a finite world?
- Man and work: how do otherness and human bonds enrich social capital?
- Time and space: what freedom of pace and place in an age of urgency and globalization?
- Power and power-sharing: who should be in charge of responsible organizations?
Caroline LiogeriQo partner and expert in innovation and creative strategies, as well as experts from our iQo ecosystem (Laurence Caiseyco-founder of Freedge Beauty, and David Dumas, who brought us his creative touch and systemic constellation approach) took part in 2 workshops:
- Power and power-sharing: alternative models of corporate power
- The new corporate balance in a globalized world
6 ideas for developing managerial innovation
Through the testimonies shared by various experts(Boris Frochen, co-founder of Ramp-up Lab, Mari Okazaki from Google Japan...) and in workshops that gave pride of place to exchanges and co-construction, we have retained 6 guiding ideas.
1. Managerial innovation is part of a new paradigm of power
- With more networked governance
- A higher level of collaboration (read : Communities of practice: a new lever for value creation)
- The importance of transparency (read : Should a company pretend it works like a family?)
- The culture of maker. A more complex and surprising world calls for a new mindset. The "maker" side of things means learning to test, experiment and implement in real-life situations.
2. Learn to challenge your perception skills
3. Good management starts with good recruitment
More than ever, it has become essential to encourage teamwork. However, teamwork does not simply mean adding up a sum of talents, with each employee contributing his or her particular expertise.
We need to think further about the synergy between different profiles.
We believe that the best synergies are obtained by bringing together sharps talents, who bring cutting-edge expertise, but who also possess a capacity for autonomy and this hybridized dimension. The time has come to hybridize skills, so that employees have a base of skills that complements their own expertise.
4. Integrating reflections on meaning
At iQo, we take a positive positive impact approach as one of the fundamental pillars of the reinvention of our consultancy model.
In an increasingly uncertain environment and a world in constant reinvention, only "positive impact" companies will succeed in building resilient growth models. And to do so, they will have to embody an explicit ethic and demonstrate it concretely in their activities and to their employees.
The integration of meaning-based thinking must take place as far upstream as possible. The question of MEANING is a key element, enabling us to continually challenge ourselves to ensure the best possible embodiment of meaning for our teams.
5. Creating a culture of creativity
We often talk about the cost to a company of an employee's disengagement. Employees who are demotivated and no longer feel involved in their projects or, more generally, in the company's strategy.
We advocate an approach in which HR strategy is one of the pillars of the company's long-term vision (read : Why do you need to rethink your corporate culture?).
A culture of creativity encourages teams to deliver their full potential, while avoiding disengagement.
6. Create rituals to spread the agile culture, the testing posture and cohesion within the company.
To find out more about HR transformation
Rethinking corporate culture in the age of hybrid work?
Too few managers really consider the subject of corporate culture. Quite often, it is taken for granted, with some not hesitating to
New models of corporate governance
Ever more participative and horizontal, corporate governance models are evolving with the times. At a time of climate crisis, organizations have everything to gain.
Managerial innovation, a lever for transforming the Supply Chain
The Covid-19 pandemic has highlighted the importance and role of men and women in corporate resilience and risk management. Managerial innovation
