Insightful and open-minded, Stéphanie accompanies organizations in their cultural transformation to support innovation and business agility.
In transforming an organisation, so it can evolve with its time, there is never a one-size-fits-all method or tool. Each transformation leader has to grasp many variables, from strategic intent to environmental context, from the company’s cultural aspects to original organisation’s DNA. Any impactful transformation starts with driven
A recent podcast about “How to fix your company’s culture” grabbed my attention because it illustrates how rarely big corporations actually work on their culture. Although, I would say the “fixing” entails something is broken and I wouldn’t say that corporate culture could be broken. It might be
I attended last week the European Women in Tech conference in Amsterdam. It was the second year in a row, and in the end I am reminded of one of Philippe’s article about why we do not attend conferences [https://www.icopilots.com/mostly-dont-go-innovation-conferences] anymore, or so very rarely.
So I spent 2 days in Hamburg with a big bunch of nerds (self-declared) who are involved with digital and the business of the future at the Next17 Conference entitled “Digital Sucks!”. You may not have been able to join this year, or you are French and didn’t know
So yes, we are going to the NEXT conference [https://nextconf.eu/digital-sucks/] in Hamburg this year, whose theme is: Digital sucks! After years of excitement with everything digital, the time of disenchantment is upon us and the Next conference will ask / answer the question of what’s next? This
In the past year or so, with so many media scandals about various company culture dysfunctions, many other corporate cultures being dissected, [https://biteable.com/blog/inspiration/company-culture-videos/]scrutinised and analysed, and the many advice published online, it seems about time to hire Company Culture VPs to ensure the culture
When we talk about innovation, we say it is motion. Until there is movement or change in the market, you cannot call your invention or idea an innovation. Emotions at work can either support or hinder innovation. They can be strong drivers for action, change, and movement and keep people
The main reason why a corporate culture change fails [https://innovation-copilots.ghost.io/why-culture-change-doesnt-always-support-innovation] is the lack of awareness of what the specific culture of the company is. Although it can be observed via the behaviours of employees, leaders are often blind to it until something unexpected and critical for
Even when most of the “right” ingredients were implemented, most corporate culture changes fail anyway. And the quintessential trap is always the same: the culture of a company is a multi-layered assemblage. Work on one layer at a time (such as the behaviours) and you’ll have results. However, after
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After a few years designing and supporting reverse mentoring programmes, many of the same issues keep coming back. Reverse mentoring is often a great strategy to support the digital transformation of an organisation since it connects senior decision makers with junior digital natives. The idea is simple, by encouraging cross-generational
When dealing with corporate culture change, companies usually choose among three main strategies. Every one of them has obvious benefits but often is badly implemented because the overall logic of culture change is not understood. One of the usual trap is that culture change is often too directive, and directing
For many years Emotional Intelligence has been in the many leadership development agendas of HR and training program managers. In this series about emotions, I’ll endeavor to offer leaders a new way to understand emotions so they can develop their emotional and self-awareness as well as their capacity for