3 managerial practices that are often missing in large groups Premium
Faced with technological breakthroughs and jostled by disruptive startups, large companies wonder constantly how to update their practices. The ideal is not, however, radical reinvention, but instead to combine their own inherent impressive strengths with the agility of startups. Some companies have adopted a novel approach of reverse mentoring, based on the exchange of best practices between “start-uppers” and managers of big groups. It is a quick, concrete, and effective method to transform a company from the inside out.
Agility: For large companies, startups are the paragon of efficiency. “There is a real disconnect between the commando mode of startups and the 20th century style battalion of large companies. And it is very difficult to make a battalion agile. One solution is to dedicate ad-hoc teams and to remove the company’s blocking processes so that teams can test new modes of operation,” says Garnier.
Meaning: Startups (particularly those with a social economy and solidarity focus) like Sinplom.co, a digital training school in coding for those excluded from the labor market, can show large groups how values and meaning given to missions are a source of motivation and engagement for teams.
Diversity: The startups that are the most successful are those that know how to capitalize on a diversity of talents and perspectives; in contrast, companies whose leaders are surrounded by employees who look and think just like them often fail.
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Based on an interview with Julien Masson, CEO of Whyers, Cyril Garnier, CEO of SNCF Development, and Christine Halliot, innovation vice president of Total Marketing and Services, October 2016.