Edward Snowden

Cette entrevue donne envie de tout encrypter.

La mode aux jeunes

Deux exemples récents de grosses entreprises qui donnent (toute) la place à des plus jeunes (Burger King et Lonely Planet).

Une nouvelle tendance ?  Des exemples au Québec ?

Ce que les clients peuvent devenir : un projet commun

What do you want your customers to become.

Successful innovators don’t just ask customers and clients to do something different, they ask them to become something different

Joseph Facal sur la conciliation travail-famille

Intéressant, comme toujours.

Un jour, j’ai fait le tour de la table du Conseil des ministres et j’ai réalisé que j’étais le seul à avoir des enfants d’âge préscolaire. Remarquez, quand ils entrent ensuite à l’école, les choses ne deviennent  guère  plus simples.

Mes collègues avaient des enfants déjà grands, ou avaient décidé de ne pas avoir d’enfants, ou avaient des conjointes qui faisaient d’énormes sacrifices, ou avaient de l’aide rémunérée, ou avaient une vie familiale que vous ne souhaiteriez à personne.

Il est certes possible d’avoir des enfants et de faire de la politique à temps plein.

Ce qui est impossible, c’est de se consacrer comme vous le souhaiteriez à l’une ou l’autre de ces deux responsabilités sans que l’autre en souffre.

Visualisation

Suivre les taxis de NYC.
Explications ici.

Myers Briggs

Analyse de la relation entre les résultats Myers Briggs et l'utilisation des médias sociaux.
INTJ : fort Facebook, fort LinkedIn, moyen Twitter.

Mais est-ce que les résultats du fameux test sont vraiment valables ?

Rebelles

Mauvais rebelles vs bons rebelles.

IBM et les Dolphins

Bel exemple de big data.

Trop c'est comme pas assez

Great ads vs laundry list.

Sitting across the table from Steve was Lee Clow, past and current leader of Apple’s agency. Lee crumpled up 4-5 pieces of paper and tossed one to Steve. “This is a good ad,” said Lee, as Steve easily caught it.

Then, all at once, Lee tossed the remaining pile of crumpled balls of paper to Steve and he caught none of them. “That’s a bad ad,” said Lee.

Complexité et créativité

Deux concepts qui vont (peut-être) ensemble.  Voir ce que IBM en pense.

Dans la même lignée que cet article et que la vision d'Alan Mulally chez Ford.

One distinguishing difference between leaders that succeed at driving collaboration and innovation versus those that fail is their ability to grasp complexity. This skill set involves framing difficult concepts quickly, synthesizing data in a way that drives new insight, and building teams that can generate future scenarios different from the world they see today. Complexity is a fundamental aspect of collaboration and innovation that eludes many C-suite executives, who often rely on checklists and time efficiency metrics alone.
Not Mulally. As a first step in building his teams’ ability to navigate Complexity, Mulally instituted a ‘traffic light’ system at his weekly management meetings, held Thursday mornings at 7 AM. At these sessions direct reports would indicate their progress on key initiatives. A green light meant all was well, a yellow light that some attention was needed, and a red light that a situation was critical. At his very first weekly session, Mulally’s direct reports showed green lights with just a few yellow lights sprinkled in. Mulally calmly indicated that this could not be possible; the company was in a financial straight jacket and steadily losing market position. He urged them to roll up their sleeves and ask new questions, putting away their boxing gloves. Lots of red lights showed up at the next Thursday morning meeting. By personally modelling candor and a willingness to openly speak about complex, taboo subjects, Mulally built a safe operating environment for his direct reports.