{"id":244,"date":"2008-06-24T10:23:35","date_gmt":"2008-06-24T08:23:35","guid":{"rendered":"http:\/\/poncier.org\/blog\/?p=244"},"modified":"2009-08-22T10:26:19","modified_gmt":"2009-08-22T08:26:19","slug":"management-2-0-vers-l%e2%80%99entreprise-collaborative-2","status":"publish","type":"post","link":"https:\/\/poncier.org\/blog\/?p=244","title":{"rendered":"Management 2.0 : vers l\u00e2\u20ac\u2122entreprise collaborative (2)"},"content":{"rendered":"<p>Voici\u00c2\u00a0<a style=\"color: #000000; text-decoration: underline; padding: 0px; margin: 0px; border: 0px initial initial;\" hreflang=\"fr\" href=\"http:\/\/blog.m2ie.fr\/post\/2008\/06\/20\/Management-20-%3A-vers-lentreprise-collaborative\">la suite du compte-rendu<\/a> du petit d\u00c3\u00a9jeuner autour du management 2.0 avec l&rsquo;intervention de\u00c2\u00a0<a style=\"color: #000000; text-decoration: underline; padding: 0px; margin: 0px; border: 0px initial initial;\" hreflang=\"fr\" href=\"http:\/\/nouvelles-carrieres.fr\/\">Jean Pralong<\/a>.<\/p>\n<p><!--more--><\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Nous devons partir du principe que ce sont les outils qui viennent \u00c3\u00a9tayer un mode de management et non l\u00e2\u20ac\u2122inverse.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Ces nouveaux outils et le succ\u00c3\u00a8s des entreprises qui les utilisent illustrent une rupture fondamentale entre les \u00c3\u00a9conomies du XX\u00c3\u00a8me et du XXI\u00c3\u00a8me si\u00c3\u00a8cle. Afin de comprendre en quoi cette r\u00c3\u00a9volution challenge les modes de management, il nous faut d\u00c3\u00a9finir cette rupture.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\"><strong style=\"font-size: 0.9em; padding: 0px; margin: 0px; border: 0px initial initial;\">L\u00e2\u20ac\u2122\u00c3\u00a9conomie du XX\u00c3\u00a8me si\u00c3\u00a8cle<\/strong><\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Lente, pr\u00c3\u00a9visible et tr\u00c3\u00a8s peu comp\u00c3\u00a9titive, l\u00e2\u20ac\u2122\u00c3\u00a9conomie que nous quittons \u00c3\u00a9tait issue du mod\u00c3\u00a8le industriel de l\u00e2\u20ac\u2122apr\u00c3\u00a8s-guerre et a accouch\u00c3\u00a9 d\u00e2\u20ac\u2122une entreprise bureaucratique, de type pyramidal. Ce mod\u00c3\u00a8le a connu une premi\u00c3\u00a8re remise en question dans les ann\u00c3\u00a9es 70, pendant lesquelles \u00c3\u00a9merge une logique reposant sur la qualit\u00c3\u00a9.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">La qualit\u00c3\u00a9 s\u00e2\u20ac\u2122\u00c3\u00a9tant impos\u00c3\u00a9e comme le nouveau standard dominant et l\u00e2\u20ac\u2122\u00c3\u00a9l\u00c3\u00a9ment de diff\u00c3\u00a9renciation par excellence, les entreprises cherchent \u00c3\u00a0 d\u00c3\u00a9velopper des comp\u00c3\u00a9tences permettant d\u00e2\u20ac\u2122acc\u00c3\u00a9der \u00c3\u00a0 la perfection (trouver les bons gestes, les bons acquis, les bonnes sources de performance), \u00c3\u00a0 figer ce mod\u00c3\u00a8le et \u00c3\u00a0 le reproduire \u00c3\u00a0 l\u00e2\u20ac\u2122infini.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Cette logique a donn\u00c3\u00a9 du sens \u00c3\u00a0 la fonction RH pendant longtemps (guid\u00c3\u00a9e par la recherche de l\u00e2\u20ac\u2122ad\u00c3\u00a9quation entre le poste et les comp\u00c3\u00a9tences). Cette recherche de la perfection reproductible a finalement contribu\u00c3\u00a9 \u00c3\u00a0 figer l\u00e2\u20ac\u2122organisation. De fait, l\u00e2\u20ac\u2122entreprise classique ne s\u00e2\u20ac\u2122int\u00c3\u00a9resse pas \u00c3\u00a0 la cr\u00c3\u00a9ativit\u00c3\u00a9 ou \u00c3\u00a0 l\u00e2\u20ac\u2122innovation, focalise son attention sur le contr\u00c3\u00b4le de l\u00e2\u20ac\u2122activit\u00c3\u00a9 et limite ainsi les contributions des individus aux besoins stricts des postes.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\"><strong style=\"font-size: 0.9em; padding: 0px; margin: 0px; border: 0px initial initial;\">L\u00e2\u20ac\u2122\u00c3\u00a9conomie du XXI\u00c3\u00a8me si\u00c3\u00a8cle<\/strong><\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">C\u00e2\u20ac\u2122est l\u00e2\u20ac\u2122\u00c3\u00a9conomie de la cr\u00c3\u00a9ativit\u00c3\u00a9. Elle est davantage orient\u00c3\u00a9e sur le service, le sur-mesure, et conditionn\u00c3\u00a9e par l\u00e2\u20ac\u2122\u00c3\u00a9mergence d\u00e2\u20ac\u2122une concurrence accrue. La qualit\u00c3\u00a9 n\u00e2\u20ac\u2122est plus l\u00e2\u20ac\u2122objectif \u00c3\u00a0 atteindre mais le minimum requis. La v\u00c3\u00a9ritable valeur ajout\u00c3\u00a9e de l\u00e2\u20ac\u2122entreprise r\u00c3\u00a9side dans sa cr\u00c3\u00a9ativit\u00c3\u00a9.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Il s\u00e2\u20ac\u2122agit d\u00e2\u20ac\u2122un nouveau challenge pour les responsables des ressources humaines et les managers. En effet, la cr\u00c3\u00a9ativit\u00c3\u00a9 ne se d\u00c3\u00a9cr\u00c3\u00a8te pas\u00c2\u00a0! Ils doivent ainsi inventer des techniques manag\u00c3\u00a9riales qui suscitent la cr\u00c3\u00a9ativit\u00c3\u00a9.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Jean Pralong \u00c3\u00a9voque les r\u00c3\u00a8gles de fonctionnement d\u00e2\u20ac\u2122une filiale du groupe Disney. Le dirigeant du service de cr\u00c3\u00a9ation des attractions des parcs a mis en place un dispositif dont le succ\u00c3\u00a8s en termes d\u00e2\u20ac\u2122efficacit\u00c3\u00a9, de satisfaction individuelle au travail des collaborateurs a \u00c3\u00a9t\u00c3\u00a9 mesur\u00c3\u00a9 et confirm\u00c3\u00a9. Ce dispositif est le suivant\u00c2\u00a0:<\/p>\n<ul style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; list-style-type: none; list-style-position: initial; list-style-image: initial; margin: 0px; border: 0px initial initial;\">\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">Cr\u00c3\u00a9ation de la Skill Bank (banque des talents), qui recense les savoir-faire et passions des collaborateurs. Elle permet ainsi une connaissance \u00c2\u00ab\u00c2\u00a0ouverte\u00c2\u00a0\u00c2\u00bb des autres, pas uniquement bas\u00c3\u00a9e sur des comp\u00c3\u00a9tences professionnelles.<\/li>\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">Libert\u00c3\u00a9 totale des managers de constituer les \u00c3\u00a9quipes (possibilit\u00c3\u00a9 de recruter n\u00e2\u20ac\u2122importe qui et pour n\u00e2\u20ac\u2122importe quelle raison)<\/li>\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">Abolition des r\u00c3\u00a8gles et suppression des hi\u00c3\u00a9rarchies dans ces \u00c3\u00a9quipes (refus d\u00e2\u20ac\u2122une logique de postes)<\/li>\n<\/ul>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\"><strong style=\"font-size: 0.9em; padding: 0px; margin: 0px; border: 0px initial initial;\">Enseignements et pistes de r\u00c3\u00a9flexions<\/strong><\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">L\u00e2\u20ac\u2122entreprise performante est celle qui cherche \u00c3\u00a0 innover et qui se dote de pratiques permettant d\u00e2\u20ac\u2122atteindre cet objectif. Or la cr\u00c3\u00a9ativit\u00c3\u00a9 ne se d\u00c3\u00a9cr\u00c3\u00a8te pas. Elle peut en revanche \u00c3\u00aatre favoris\u00c3\u00a9e et catalys\u00c3\u00a9e gr\u00c3\u00a2ce \u00c3\u00a0 de nouveaux modes de management dont les propositions suivantes font partie.<\/p>\n<ul style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; list-style-type: none; list-style-position: initial; list-style-image: initial; margin: 0px; border: 0px initial initial;\">\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">La diversit\u00c3\u00a9 favorise la cr\u00c3\u00a9ativit\u00c3\u00a9. Il existe un lien vertueux entre ces 2 notions.<\/li>\n<\/ul>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Il apparait essentiel de la valoriser et de prendre cet \u00c3\u00a9l\u00c3\u00a9ment en consid\u00c3\u00a9ration dans le recrutement. Il faut cesser de baser le recrutement sur les exp\u00c3\u00a9riences pass\u00c3\u00a9es et les seules comp\u00c3\u00a9tences individuelles. Nous devons d\u00c3\u00a9sormais miser sur les potentiels, les compl\u00c3\u00a9mentarit\u00c3\u00a9s et les capacit\u00c3\u00a9s \u00c3\u00a0 travailler en \u00c3\u00a9quipe.<\/p>\n<ul style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; list-style-type: none; list-style-position: initial; list-style-image: initial; margin: 0px; border: 0px initial initial;\">\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">L\u00e2\u20ac\u2122\u00c3\u00a9quipe doit \u00c3\u00aatre replac\u00c3\u00a9e au centre de la strat\u00c3\u00a9gie d\u00e2\u20ac\u2122entreprise.<\/li>\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">Les individus doivent \u00c3\u00aatre consid\u00c3\u00a9r\u00c3\u00a9s en fonction des r\u00c3\u00a9seaux qu\u00e2\u20ac\u2122ils g\u00c3\u00a8rent et auxquels ils appartiennent.<\/li>\n<li style=\"padding-top: 1px; padding-right: 0px; padding-bottom: 1px; padding-left: 10px; list-style-type: none; list-style-position: initial; list-style-image: initial; background-image: url(http:\/\/blog.m2ie.fr\/themes\/blueSilence\/img\/li.png); background-repeat: no-repeat; background-attachment: initial; -webkit-background-clip: initial; -webkit-background-origin: initial; background-color: transparent; background-position: 0px 5px; margin: 0px; border: 0px initial initial;\">Les r\u00c3\u00b4les des managers et des responsables RH changent consid\u00c3\u00a9rablement. Un d\u00c3\u00a9cloisonnement des fonctions est n\u00c3\u00a9cessaire. Les managers \u00c3\u00a9voluent vers un r\u00c3\u00b4le d\u00e2\u20ac\u2122 \u00c2\u00ab\u00c2\u00a0impresario des collaborateurs \u00c2\u00bb, ils \u00c2\u00ab\u00c2\u00a0vendent\u00c2\u00a0\u00c2\u00bb leurs talents dans les diff\u00c3\u00a9rents projets de l\u00e2\u20ac\u2122organisation.<\/li>\n<\/ul>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">C\u00e2\u20ac\u2122est dans ce cadre que le travail collaboratif prend tout son sens. Les outils 2.0 permettent de \u00c2\u00ab\u00c2\u00a0piocher\u00c2\u00a0\u00c2\u00bb dans les talents des collaborateurs pour les utiliser. Ils facilitent \u00c3\u00a9galement le brainstorming collectif\u00c2\u00a0: n\u00e2\u20ac\u2122importe qui peut r\u00c3\u00a9pondre \u00c3\u00a0 une question pos\u00c3\u00a9e et proposer une solution. Les talents des individus sont ainsi mobilis\u00c3\u00a9s au sein d\u00e2\u20ac\u2122un groupe, sans que la dimension hi\u00c3\u00a9rarchique soit prise en consid\u00c3\u00a9ration.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Un risque important subsiste\u00c2\u00a0: un contr\u00c3\u00b4le trop pr\u00c3\u00a9sent de cet espace d\u00e2\u20ac\u2122expression, qui par nature an\u00c3\u00a9antit la libert\u00c3\u00a9.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">C\u00e2\u20ac\u2122est pourquoi Jean Pralong insiste sur le fait que l\u00e2\u20ac\u2122outil n\u00e2\u20ac\u2122est pas central et n\u00e2\u20ac\u2122est surtout pas un fin en soi\u00c2\u00a0; c\u00e2\u20ac\u2122est bien les comportements qui conditionnent la p\u00c3\u00a9rennit\u00c3\u00a9 du mod\u00c3\u00a8le collaboratif.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Les outils demeurent au service d\u00e2\u20ac\u2122un nouveau mode management et d\u00e2\u20ac\u2122une culture d\u00e2\u20ac\u2122entreprise, objet de gestion \u00c3\u00a0 part enti\u00c3\u00a8re.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\"><br style=\"padding: 0px; margin: 0px; border: 0px initial initial;\" \/><br style=\"padding: 0px; margin: 0px; border: 0px initial initial;\" \/><strong style=\"font-size: 0.9em; padding: 0px; margin: 0px; border: 0px initial initial;\">Conclusion<\/strong><\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Les cultures et structures d\u00e2\u20ac\u2122entreprise restent fortement marqu\u00c3\u00a9es par l\u00e2\u20ac\u2122h\u00c3\u00a9ritage des organisations pyramidales. Or le mod\u00c3\u00a8le int\u00c3\u00a9gratif n\u00e2\u20ac\u2122est pas inn\u00c3\u00a9\u00c2\u00a0; l\u00e2\u20ac\u2122utilisation des outils 2.0 implique un changement culturel et organisationnel profond. Il est plus difficile de l\u00e2\u20ac\u2122int\u00c3\u00a9grer dans les modes de fonctionnement d\u00e2\u20ac\u2122une entreprise pyramidale reposant sur l\u00e2\u20ac\u2122autorit\u00c3\u00a9 hi\u00c3\u00a9rarchique et la m\u00c3\u00a9fiance.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Pourtant, l\u00e2\u20ac\u2122\u00c3\u00a9volution des entreprises vers un nouveau mode de management, servi par l\u00e2\u20ac\u2122adoption g\u00c3\u00a9n\u00c3\u00a9ralis\u00c3\u00a9e de ces nouvelles technologies, semble in\u00c3\u00a9luctable.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Les interventions de MM. Herv\u00c3\u00a9 et Pralong ont en effet d\u00c3\u00a9montr\u00c3\u00a9 qu\u00e2\u20ac\u2122une telle transformation rend l\u00e2\u20ac\u2122entreprise plus souple et plus agile. Elle favorise la cr\u00c3\u00a9ativit\u00c3\u00a9 et l\u00e2\u20ac\u2122innovation, facteurs de comp\u00c3\u00a9titivit\u00c3\u00a9 dans la nouvelle \u00c3\u00a9conomie. Elle renforce les identit\u00c3\u00a9s et g\u00c3\u00a9n\u00c3\u00a8rent une satisfaction in\u00c3\u00a9gal\u00c3\u00a9e des collaborateurs. Elle renforce la solidarit\u00c3\u00a9. Enfin, elle garantit l\u00e2\u20ac\u2122attractivit\u00c3\u00a9 et la stabilit\u00c3\u00a9 de l\u00e2\u20ac\u2122entreprise en permettant aux utilisateurs de ces outils d\u00e2\u20ac\u2122en repousser les fronti\u00c3\u00a8res au sein de leur sph\u00c3\u00a8re professionnelle.<\/p>\n<p style=\"padding-top: 4px; padding-right: 0px; padding-bottom: 4px; padding-left: 0px; margin: 0px; border: 0px initial initial;\">Merci \u00c3\u00a0 Laurence Reichenbach pour ce compte-rendu.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Voici\u00c2\u00a0la suite du compte-rendu du petit d\u00c3\u00a9jeuner autour du management 2.0 avec l&rsquo;intervention de\u00c2\u00a0Jean Pralong.<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[8,6],"tags":[34,623,82,625,621],"_links":{"self":[{"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=\/wp\/v2\/posts\/244"}],"collection":[{"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=244"}],"version-history":[{"count":0,"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=\/wp\/v2\/posts\/244\/revisions"}],"wp:attachment":[{"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=244"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=244"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/poncier.org\/blog\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=244"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}