The company reaches adulthood
Never has the responsibility of the company been so great as in the post-modern society.
The less one expects from politics, the more one expects from the company.
Limited in the past to simple wealth creation, from now on, the company is expected to act in the preservation of crucial balances. From employment to the environment, it is on the front line everywhere.
In less than ten years, the company has become the space where everything happens, where everything assumes a concrete form. This entry into the adulthood of the relationship with the citizen-consumer changes the game.
For the leader, it is a new challenge, yet one more challenge. Meeting it means changing without delay the paradigms which have, up until now, dictated the life of companies. It means rethinking it.
It means making the value created by the company a consequence of the company’s usefulness to the world and nothing else.
Putting the common good before the goods produced.
And that is where we are today.
Managing through culture
Within a business, management is often through control. Standards, procedures, KPIs are at the heart of how the mechanism functions, which, in the interests of the principle of precaution, has difficulty tolerating uncertainty.
In the visionary business, management is first and foremost through trust. Commitment to values is the prerequisite for success. Embodied authority is in
In the visionary business, managing is, above all, about sharing a project in which everybody can give free rein to their commitment and talent.
A project which fully allows for the unexpected and
for initiative. A project which everyone is familiar with and with which everyone can identify.
In the visionary business, the culture establishes the attitudes and behaviours expected of each person. It gives meaning to the feeling of belonging and to the relationships that everybody
Thinking of the company’s future in a changing world is to move it forward.
It is thinking about it differently in order to set it in motion again.
The existence of companies is thus marked by a succession of transformations : a new governance team, new strategic plan, new market conditions, changes in scope, so many impacts which the company, at times, absorbs violently.
How do you provide impetus for a dynamic process of change ? What meaning do you give to the efforts demanded ? How do you involve and mobilise stakeholders in the company transformation ?
This management challenge is also - and can be above all - a communication challenge. A challenge which raises questions of the vision, engagement and creation of a community of thought between the company and its many audiences.