C'est une condition classique du succès de l'engagement de l'ensemble de l'entreprise dans ses projets de transformation.
Voici un extrait d'un article du dernier numéro de la Harvard Business Review qui rappelle qu'il y a au sein des entreprises de ambassadeurs en puissance prêts à consacrer du temps pour dynamiser l'organisation et accélérer le changement. Encore faut il les mobiliser de manière durable !
Pour cela donnez leur les outils adaptés pour qu'ils soient efficaces dans ce rôle !
C'est une des fonctionnalités de notre solution Zeebra qui, grâce au Change Cockpit, permet à ces ambassadeurs de voir et de piloter comment les collaborateurs s'engagent dans les projets de transformation.
Voilà aussi une opportunité de développer leur leadership.
Voulez vous tester ?
Didier Serrat
CEO Zeebra
Creating a Purpose-Driven Organization
Harvard Business Review July-August 2018 issueExtraitsUnleash the positive energizers.
Every organization has a pool of change agents that usually goes untapped. We refer to this pool as the network of positive energizers. Spread randomly throughout the organization are mature, purpose-driven people with an optimistic orientation, people like Corey Mundle at Hampton Inn. They naturally inspire others. They’re open and willing to take initiative. Once enlisted, they can assist with every step of the cultural change. These people are easy to identify, and others trust them.
We have helped launch such networks in numerous organizations, including Prudential Retirement, Kelly Services, and DTE Energy. Typically, at an initial meeting, senior leaders invite network members to become involved in the design and execution of the change process. Within minutes, there is buy-in. Regular meetings are scheduled. The energizers go out, share ideas, and return with feedback and new ideas. They’re willing to tell the truth and openly challenge assumptions.
There is often another benefit, as the experience of one human resources director illustrates. After establishing a network of positive energizers in a major professional services firm, she called us to report that she felt overwhelmed—in a good way—by the interest and commitment of the people she had assembled. They were an amazing resource that, until now, had gone completely unrecognized. They cared as deeply as she did about the organization’s purpose and getting colleagues to embrace it. She said, “I no longer feel alone.”
https://hbr.org/2018/07/creating-a-purpose-driven-organization?autocomplete=true
