Crise du sens, défis du management [The Loss of Meaning at Work: A Management Challenge]

Olivier Vassal undertakes to make a detailed analysis of the link between changes in the business environment in recent decades and the “desperate search for meaning” that seems to be so prevalent in today’s workforce. The picture that he paints is undeniably disturbing. The reader is left with an uncomfortable feeling as the reasons why meaning has evaporated are cited in rapid-fire succession: the acceleration of time, the rise of uncertainty, the overload of information, the increasing complexity of collaboration, the expansion of just-in-time production, the collapse of the concept of national border, the transformation of the rules of power, the declining value accorded to work, and so on. Who could be surprised that employees have lost their bearings?
– If you would like to improve your understanding of the deep reasons why many employees are in disarray, you will be interested in reading the first half of the book, which covers the main dramatic changes that have occurred in business in recent decades, illustrated by many concrete examples.
– You may then go directly to part 3, where the author tries to show how leadership is precisely the art of creating meaning for employees. The company must thus define its reason for being (chapter 14), its vision (chapter 15) and its program (chapter 16). This section of the book relies on detailed descriptions of famous examples, such as Sony, Dell, Boeing, FNAC, Citroën, etc. This part should inspire not only executives, but also team managers who would like to instill more meaning into the work of their employees. Here they will find a multitude of practical tips that may help them avoid falling into the traps that await decision makers when attempting to define a raison d’être or a vision.
– Part four of the book offers a few interesting insights, although sometimes a bit brief, on how to organize work to be more meaningful and the difficulty of combining autonomy, supervision and cooperation. You will probably find a few useful tips for action in this section.
– The second half seems less essential to us. Dedicated to an analysis of major management trends in the past twenty years, it points out their limitations, but has difficulty suggesting viable alternatives.
– Finally, in the epilog, you will find a few of the author’s convictions in lexicon form that may simulate your thinking on various topics.