Le dernier quaterly (entièrement en anglais) de MSLGROUP porte sur le ré-engagement des collaborateurs au sein de l’entreprise. Il m’ont demandé d’écrire un article autour de ce sujet et de la transformation des entreprises confrontées à un univers de plus en plus social/digital. Voici la traduction de mon article et vous trouverez à la fin le quarterly dans son intégralité (mais en anglais)
The maturity issue related to social business is important for companies. Really understand that there is different levels of development on the social business is not always easy. Especially to understand that climbing a maturity curve may take time by doing it step by step. But there is also a way of understanding the social business that is important in this process, based on the sharing of your vision. This second approach largely determines the first. In fact to summarize, there is a double maturity analysis. The first is more descriptive, how mature is the company and a second covering the way to deploy it and its impact on the transformation of the organization.
With the financial crisis, many companies have requested philosophers and religious thinkers to consider how to manage their business differently. Many « wise » Buddhists, beyond the Dalai Lama, gave a number of speechs in the world, like Thich Nhat Hanh, a Vietnamese Zen Buddhist monk, who had been proposed for the Nobel Peace Prize by Martin Luther King. By reading his book, The Art of Power, strongly oriented on the teachings of Buddha Sakyamuni suited to management, I told to myself that these teachings perfectly meet the challenges of a social business project. In addition, sometime ago, I discuss with Susan Scrupski about Buddhism and enterprise 2.0. Last but not least, I’ve read an article calling themselves social business and enlightenment. So it seems it makes sens. This is the main points of this teaching related with our collaboration.
The new 2013 study from MIT Sloan management review about digitalization is online. 78% of the respondants (1559 persons in 106 countries) think that achieving a digital transformation is critical. Digital means as well management, business model, not just conversation on plateform, internal or external. There is still a long road.