Demonstrating engagement, being engaged for a cause... Engaging others, mobilizing people for a certain goal... how far should we go? Can we talk about over-engagement? My piece for Inflexions, the French army review.
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“Celine’s work has been a major influence as we have developed Oscar Kilo the National Police Well Being Service, which now serves 200,000 police officers & staff…”
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If work is to become widely automatized, jobs to be replaced by machines and algorithms… then is human engagement at work a waste of time? Thoughts about people engagement in a tech-driven world.
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What makes you love doing something? What keeps you doing it over time, tirelessly? In our ever more rapidly changing world, permanence of emotions is a mystery. For the last 12 years, I have woken up early, every end of the week, to go rowing – with joy. It’s about passion, and togetherness. What if work could be like this?
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How can organizations become “social”? Adapting companies to the social economy so they can meet the requirements of empowered and connected customers requires some massive internal transformation. Even when leaders understand the necessity to shift away from old models and modernize their organizations, they hardly know where to start. Here is a suggestion: a simple framework for culture change.
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How do traditional, regulated industries cope with social engagement? In my previous post, I have explored the reasons that hold those industries back from becoming truly social, taking Pharma as an example. Here, I am suggesting a few ways to seize the business potential of social engagement. May this post inspire curiosity and action.
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How do traditional, regulated industries cope with social engagement? Not so well, as it seems. In a series of two posts, I will explore the reasons that hold those industries back from becoming truly social (part 1), taking Pharma as an example. Between real constraints and irrational fears, various avenues of action exist (part 2) to seize the business potential of social engagement.
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Isn't it amazing that, while striving for growth and productivity, companies ignore a major resource? One that is already there – at arm’s length? Employee engagement is a poorly addressed, yet fantastic source of performance. Stop wasting your internal talents.
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Adoption is the pain point of social enterprise. While adoption rates linger at staggering low levels, critical success factors are endlessly identified, dissected and commented.
Among those is the “top management support”, often seen as the key to success. But is it really? Is it true that, to succeed, social initiatives must have a high level champion, possibly the CEO? Can a company become social if it hasn’t got its Michael Dell, a Chief Social Officer, or at least highly convinced top executives?
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Large companies are going through challenging times, both from a business and organizational standpoints. These turbulences are hitting in a particular way old, large corporations because of their limited appetence for change.
Top-down / hierarchical / controlling and risk-avoidance company cultures but also lack of diversity in executive teams, intense competitive and financial pressure for short-term results, an increasingly complex legal and regulatory environment and stringent procedures for products development & production, are all contributing to the situation. Employee disengagement is reaching worrying levels, as if the current work environment didn’t provide the motivational aspirations and perspectives it did in the past.
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