Following the Covid crisis, companies have to cope with a deteriorating economic climate after the war in Ukraine. Are they confused?
It is undeniable that companies need to be accompanied to be able to face the current complexity due to the succession of crises. Today, organizations must be able to control various parameters to ensure optimal management. These are drivers that are both economic, regulatory, environmental, social and societal… You have to know how to relate them to have the right indicators to facilitate decision-making.
What about the smaller structures that do not necessarily have the financial means to be accompanied?
In France, training funds are now pooled. This favors SMEs/SMEs, especially those with fewer than 50 employees. They now have the means to ask outside organizations for support. It is important that the leaders of these companies can enter into this process of accompaniment and accompaniment. We are also seeing this at our level at GXG Consulting, where small structures come to us more frequently than before, expressing a real need in this area.
It is often said that organizations must be agile. What does this word mean to you?
From now on, both organizations and people must be agile, even more so in the current volatile, uncertain, complex and ambiguous (VUCA) context. Agility means being able to handle this complexity every day in order to make the right decision in the face of events that impact the company. As a preamble, for a company to be agile it is necessary to create and maintain trust in the system, between people, between levels of responsibility. It is a fundamental pillar of global and sustainable performance. From there we will work on the different parameters of what we call “systemic and collaborative agility”. He stirs:
– The robustness of organizational processes
– Management practices that must generate confidence and autonomy (therefore the empowerment of employees) to generate progress on a day-to-day basis. This is what we call “authentic leadership”.
– The performance of the information processing system to collect and analyze data efficiently
– Attitudes and positions of leaders, managers and operating personnel
– The establishment of a collective dynamic to identify and solve problems effectively on a day-to-day basis.
– Knowledge capitalization
– The question of governance, which must be sufficiently structured from the strategic level to the operational level.
Finally, agility must aim at the so-called global and sustainable performance. This has several dimensions: economic, social, social and environmental.
How, specifically, do you pass this on the ground?
Our consultants work in immersion, from two to five days a week depending on the case, in the company that hires our services. They are missions that last from two to four years, with real monitoring and real proximity. We have set up a matrix that measures the level of maturity and agility (as well as trust) of the organization. We support our clients at a level of maturity that allows them to be independent and to remain so.
This content was produced with SCRIBEO. The BFMBUSINESS editorial team was not involved in the production of this content.
Source: BFM TV
