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There is no dearth of inconveniences over the course of our professional lives. What we do not always realize is that a huge proportion of these arise from our propensity to add rather than subtract. By way of illustration, when a university president solicited ideas for improvement from students, professors and administrative staff, only 11% of the proposals involved removing an element or discontinuing an activity. A striking figure, but a fairly universal one.

How can we fight this reflex? Urging everyone to show self-discipline proves exhausting and largely ineffective. The authors of this article instead recommend organizing sessions to suppress any unnecessary irritants. One criterion: telling yourself “good riddance”! This was the approach taken by the chief quality officer of Hawaii Pacific Health, a healthcare network. She asked the entire medical staff to point out what was ”ill-conceived, unnecessary or simply stupid”. As a result, 188 cuts were recommended and 87 implemented, providing clear gains in time and motivation for all concerned.

To your dustbins! …

Source: Rid Your Organization of Obstacles That Infuriate Everyone, Robert I. Sutton, Huggy Rao, Harvard Business Review, January-February 2024.

Nowadays, the urgency of the ecological transition is on everyone’s agenda. And yet, its implementation comes up against mentalities that have not yet changed much. The CEO of the BASF chemical group, Martin Brudermüller, provides a good summary of the current situation: “People like to keep repeating what they know how to do and what has proven to work. That’s what makes it so difficult to accelerate the pace.”

Bain surveyed nearly 5,000 people in nine different economic sectors: although two-thirds of respondents consider that they will need to develop new competencies, less than half of non-managers are offered the possibility of developing these new competencies… A subject that needs urgent attention!

The reality is that we do not yet know precisely which technical skills will be necessary. We will have to innovate, to proceed by trial-and-error. Bain’s partners underline that the key lies in a change of attitude in order to spread a “growth mindset”. Considering that we can and must constantly develop ourselves, opening our minds to change, learning from others and, ultimately, learning to learn: this is what will make the difference in meeting the challenges of the ecological transition.

Source: A Talent Strategy for Sustainability: Skills Matter, but Mindset Is Everything, Sarah Elk, Julie Coffman, Tracy Thurkow, John Hazan, Bain & Company, November 2023.

98% of companies have already been affected by a cybersecurity incident that initially arose within a partner organization. This risk grows as operations become digitalized and the interconnection between the systems of various stakeholders is enhanced: clients, distributors, partners, tier 1 and 2 suppliers, etc.

But how can you optimally counter the multiplicity of possible risks? Within the framework of a survey of best practices in the market, the experts at Boston Consulting Group have shared an approach for prioritizing efforts:

- Start by identifying the minimal level of information required to assess your suppliers’ level of exposure to cyber risks. Then, focus your analyses on those who appear to present the greatest danger of contamination.

- Practice different cyber-attack scenarios, in partnership with a representative sample of your suppliers, in order to document with as much precision as possible your principal risks and the possible options to counter them.

- Use this analysis to identify the protective actions to be undertaken as a priority, whether internally or with key suppliers and partners.

This approach enables you to reinforce your cybersecurity in a targeted and progressive manner: a far more effective method than trying from the outset to establish a global approach to be deployed across your entire range of suppliers.

Source: Is Your Supply Chain Cyber-Secure?, Kris Winkler, Colin Troha, Ben Aylor, Nadine Moore, Boston Consulting Group, October 2023.

And what if the role of leaders was—also—to simplify managers’ work in order to free up some of their time? Good middle managers can make all the difference, not only in ensuring the proper execution of strategy, but also in developing the teams and retaining talents. But do managers truly have the time and availability to devote themselves fully to these missions?

For example, in one healthcare company, middle managers had to handle an average of 300 requests from the head office and senior management every week. That much less attention available to support employee development! Managers' schedules were overloaded with reporting, supervisory committees and administrative tasks of every kind. The company initiated a process of pruning and sorting, starting from the managers' perspective and asking them what was really important in their eyes to allow them to accomplish their missions.

A rethinking process from which any organization would benefit from inspiring itself, to avoid the inflation of demands on managers and help them focus on what truly provides value to the organization.

Source: Are middle managers your next ace in the hole?, Emily Field, Bryan Hancock, The McKinsey Podcast, August 2023.

In this interview, business organizations’ sociologist François Dupuy takes stock of the evolution of management styles, from Taylorism to cooperative models. Paradoxically, the traditional authoritarian approach seemed more propitious to commitment: the work was segmented and sequential; it was easy to take note that the expected work had been well done and to reward it.

The current models have aimed at breaking the silos. Apparently a common-sense decision: by cooperating, it becomes possible to optimize the operating methods and to ensure that the whole organization takes advantage of each unit’s progress. But this came hand in hand with an increasing disengagement of the staff. A point to remember from this analysis is notably that cooperation does not come easily. It requires an effort, by demanding that we get out of our comfort zone by placing ourselves in a situation of interdependence. It blurs the perception of the impact of our own efforts, which hampers motivation. Thus, asking your teams to cooperate is not sufficient. It is also — and maybe even foremost — through regulating and setting up processes that make cooperation natural that it will be possible to make it happen.

Source: François Dupuy : « l’injonction à la coopération est généralement stérile » [The injunction to cooperate is generally sterile], Observatoire de la compétence métier, obervatoire-ocm.com, December 2022.