• Dr Herbert explains: “Work has somehow become even more chaotic since the pandemic as employers pursue short-term wins and try to adapt ways of working for modern realities.

   
• “Yet for a number of years now the best employee experiences are about how work gets done – reducing the complexity of work is the most impactful pathway to sustainable productivity and positive people outcomes.”
• There is an “urgent need for organizations to make it easier for people to do a great job”, especially among unprecedented levels of change.

• With so many organizations looking to boost productivity and efficiency, creating simplicity is often overlooked in favor of introducing new solutions that just compound these issues,” she adds.

   

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• elles se sentent souvent dépassées par sa complexité et le contraste frappant avec leurs structures organisationnelles existantes
• Il y a un mouvement croissant contre les organisations bureaucratiques et hiérarchiques,
• Peter Drucker a déclaré : « On ne peut pas embaucher une main ; son propriétaire vient toujours avec elle »
• Les organisations hiérarchiques traditionnelles sous-utilisent souvent les idées, l’initiative et la créativité des employés
• Lorsqu’ils sont autorisés à s’exprimer et qu’ils sont correctement motivés, leurs contributions peuvent être inestimables pour l’objectif et le succès d’une organisation.
• Le processus d’exploration du modèle, la remise en question de la culture d’entreprise existante et le lancement de discussions sur l’intimité avec le client et l’esprit d’entreprise des employés créent un sentiment tangible d’excitation au sein de l’organisation.

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• En effet, avec Agentforce 2.0, Salesforce franchit un cap important en termes de capacités et d’intégration. Contrairement à ses versions antérieures, cette nouvelle mouture intègre des agents numériques dotés d’un moteur de raisonnement amélioré directement dans les canaux et messages de Slack. Cela permet non seulement une interaction conversationnelle plus fluide, mais aussi l’exécution de tâches plus complexes. Cette approche reflète la vision de Salesforce, qui mise sur la convergence entre collaboration humaine et intelligence artificielle pour transformer les environnements de travail.
• Par exemple, un employé peut mentionner @Agentforce pour déléguer une tâche, accéder à des données, ou résoudre des problèmes complexes, le tout sans quitter Slack
• râce aux actions Slack préconfigurées et intégrées dans Agent Builder, les utilisateurs peuvent enrichir les fonctionnalités d’Agentforce en quelques clics.

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• “The easy things have been done and the things that are left are hard,” such as having to deal with “the human pieces,”
• “However, future-ready is always a moving target; companies must continuously evolve their capabilities and generate new value from digital,” including use of new technologies such as generative AI, regtech (aka regulatory technology), and climate tech, the research states.

• Shortchanging the people problem

      

  Digital fatigue in ongoing transformations is real. People are tired and want to revert to their old workflows, Woerner says. While this malaise could also be due to an architecture mistake on IT’s part, “all these transformations come down to change management,” she says.

• leaders who “didn’t have the discipline to make the hard choices early on” to get employee buy-in.

      
• “Without a clear change management strategy to get a team aligned, ERP implementations in particular can be slow, stall, or even fail entirely.”
• “At Mercedes, we spent millions on a dealer inventory system that nobody used. The technology was solid, but we missed something crucial: Dealers had developed their own workarounds over decades,” Wei says. “They weren’t resisting change — they were protecting workflows that actually worked.”
• Digital transformation isn’t a technology problem, it’s about understanding how people actually work

• Many don’t understand why the business has to be involved at all and why IT can’t just get it done, he notes.

      
• “People, process, and technology” is a common phrase technology leaders use when discussing the critical elements of a transformation. “But the real focus should be people, people, people,”

• Not dealing with data

      

  A critical element of digital success boils down to having solid data. A lack of quality data and accessibility are surefire ways initiatives can stall or fail, says Evan Huston, chief digital officer and CTO of mattress maker Saatva.
• Digging deeper, Huston cites incomplete or inaccurate datasets, which can hinder analysis and decision-making; inconsistent data formats and standards, which can impede integration and analysis; and restricted access to critical data, which can delay projects and limit insights.
• The greatest risk in digital transformation is poor documentation, which often leads to poor system configuration,

• Underestimating the importance of documentation

      

  Amid a digital transformation, effective documentation is a crucial yet often underestimated element of success, says Kumud Kokal, CIO of Farmer’s Business Network. “The ongoing upkeep, maintenance, and updating of documents throughout the implementation process can be a significant and demanding task,” he says. “However, neglecting this aspect can lead to failure.”

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

     

• Overlooking the importance of goals and metrics

      

  Related, Kokal adds that “unwritten goals are fantasies.”

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

   

     

  To ensure alignment among all stakeholders, Kokal recommends having clearly documented benchmarks and success metrics — such as the percentage of requirements met, time saved, and the number of bugs or incidents post-implementation.
• “A non-negotiable best practice is to ensure clarity on business objectives and the use cases the business is solving for,”

• Lack of executive sponsorship

      

  Without proper support or a project champion, digital initiatives have little chance of succeeding. “Without strong executive support, projects may lack resources, prioritization, and necessary approvals,” says Saatva’s Huston.
• . But it never gained interest from any particular executive and ultimately, the app was decommissioned.”
• having a “single wringable neck who is taking accountability for the project,” he says. “If no one is willing to be the sponsor, kill the project,”

• Ineffective communication

      

  It may seem basic by now, but many organizations still do not promote the value of clear communication during digital initiatives.
• To be successful, clearly defined “Go Live” conditions are pivotal to complete a full transformation cycle, he stresses.
• “Create a timeline for post-implementation to define clear conditions at day 1, 30, 60, 90,” Varughse advises. “For example, ‘On Day 1, I can ship product.’ If product cannot be shipped, there is no Go Live

• No governance framework

      

  Corrigan enumerates all the pitfalls of not having a governance framework: no clearly defined project scope, no requirements, no one designated as responsible for metrics on both sides, no expected timeline, and no transparency into cost.
• will help IT manage risk and ensure the initiative will solve whatever problem the business is looking to solve, as long as “clear vision, clear responsibility, and clear goals are put out there,”

• Not knowing your market

      

  Digital transformations have a short shelf life, Varughse points out.“If an organization is bogged down with over-governance and multiple project approvals, it can hinder their progress in the long run.”
• it’s important to constantly show improvements to consumers.
• Before starting a digital initiative, watch how your people work, advises PropertySensor’s Wei. “Not how they should work, not how your consultants think they work, but their real daily routines,”

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• To understand the strategic implications of these new capabilities, managers need a framework for when AI will be helpful and when it might fail.
• Failing to recognize that generative tools are merely prediction machines will lead to strategic missteps.
• Today’s AIs are built from data and do not provide judgment on when and how AIs should be built and used.
• Thinking of computers as arithmetic machines is more important than most people intuitively grasp because that understanding is fundamental to using computers effectively, whether for work or entertainment
• Thus, the higher value AI applications have moved from predicting loan defaults and machine breakdowns to a reframing of writing, drawing, and other tasks as prediction.
• Its applications depend on data. Also, judgment is integral to the selection of data, the training of models, and the overall implementation.
• The efficacy of predictions is contingent on the underlying data.
• Generative models, such as GPT-4, rely on extensive datasets to produce coherent and contextually relevant outputs
• If an AI is given a task too far from its underlying data, it can fail. Data specific to the context is often needed to tune the AI to the particular application.
• the successful implementation of AI requires good judgment
• While generative AI tools may appear different than predictions of fraud, failures of generative AI initiatives are almost always failures of judgment
• This was not an issue with the underlying data. The issue appears to have been with how the engineers trained the machine to produce diverse images of people.
• When these disagreements arise, it is a conflict between the user’s judgment and the judgment of the AI companies that build the tools.
• The judgment of each person in the organization will be amplified. An employee with poor judgment will have the potential to have a significantly more severe negative impact on the organization.

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• Rather than trying to solve a problem she could not understand, Barry gathered her team to establish principles for decision-making under uncertainty. The team agreed on three principles: 1) make the safety of employees and customers Best Buy’s highest priority; 2) avoid permanent layoffs as long as possible; and 3) make decisions based on long-term value creation.
• complex problem as Covid-19 could not be solved with the company’s traditional approach to complicated problems— that is, to separate the challenge into its logical elements, create an approach to solving each of them, and then bring them together into a logical whole —
• Throughout, Barry relied heavily on her field teams to make the best decisions they could, guided by the principles they had agreed upon.
• Complicated stems from the Latin “complicar,” meaning “to fold by rolling up.” It describes problems that are solvable through a thoughtful coordination of well-understood processes, like carefully unfolding something.
• Complex, which is derived from the Latin “complector,” means “to entwine around, to embrace.” Something entwined cannot necessarily be untangled. Tidy solutions are hard to find when facing complexity.

• In complicated systems, “there are many interactions within it, but they usually follow a pattern. It’s possible to make predictions about how a complicated system will behave,” citing the example of an electrical grid. Complex systems, in contrast, are “imbued with features that may operate in patterned ways but whose interactions are continually changing.” For example, they point to air traffic control systems in which objects are in constant motion, conditions can change rapidly, and these interactions make it difficult to predict outcomes.

   
• Predictability: Complicated problems are predictable; they follow established patterns and their outcomes can be forecasted with reasonable confidence. In contrast, complex problems are unpredictable, with outcomes that emerge from numerous interacting variables.
• Solvability: Complicated problems have solutions that can be achieved through the thoughtful application of expertise and systematic playbooks. Complex problems lack definitive solutions and require adaptive strategies to manage ongoing uncertainties.
• Stakeholder Involvement: Complicated problems typically involve a limited number of stakeholders with well-defined roles. Complex problems encompass a diverse array of stakeholders, each with unique perspectives and interests, leading to intricate interdependencies.
• Nature of Interactions: In complicated problems, interactions among variables are linear and can be mapped out. Complex problems feature non-linear interactions where changes in one area can lead to unforeseen consequences elsewhere.
• Prior to becoming CEO, these leaders have had decades of experience in dealing with complicated problems, but limited experience in coping with complex issues
• There are multiple causes of this shift: The reversal of globalization, a rise in nationalism, and political polarization; the emergence of new technologies like artificial intelligence and cell and gene engineering; demographic shifts that leave much of the world facing a declining, aging population; dissatisfaction with rising inequality and a general anxiety that things are not getting better. The interactions of these forces transform complicated problems into complex ones.
• Complex situations require preparing leaders to use their intuition, adaptive skills, creativity, and resilience rather than reach quickly into their practiced skills for solving complicated problems

• 1. Build on the Organization’s Mission and Values

   

  Leaders should begin by anchoring their approach in the organization’s core mission and values. In Nestlé’s case, CEO Paul Bulcke emphasized that Nestlé’s commitment to quality and safety was paramount. By staying true to this mission, Nestlé aimed to restore public trust amid the escalating crisis, reinforcing their focus on safety as they made adaptive decisions throughout the crisis.

• 2. Understand the Problem’s Full Nature

   

  Before seeking solutions, leaders must understand the full scope of the problem’s underlying nature. In Nestlé’s case, the company initially saw the Maggi noodles issue as a straightforward food safety concern, which it could readily address. As the crisis evolved, it became clear that Maggi noodles had also become a target for nationalistic groups and regulators concerned about foreign brands becoming so popular in the market.

• 3. Adapt Continuously to Changing Context

   

  Complicated problems lend themselves to methodical plans, but when faced with complex problems, leaders must act decisively, contain immediate risks, and simultaneously make forward progress through iterative moves. This may require acknowledging that progress can involve steps forward, sideways, or even backward.

• 4. Use Real-Time Feedback Loops

   

  Complex problems demand continuous feedback systems that allow organizations to adapt dynamically to unpredictable changes. Nestlé implemented real-time feedback loops during the Maggi crisis by establishing mechanisms to gather insights both internally and externally. They held weekly town hall meetings to address the morale of Nestlé India employees, who were deeply affected by the relentless media criticism.

• 5. Engage Broadly and Inclusively with Stakeholders

   

  Complex crises require a comprehensive engagement strategy to include diverse voices and the perspectives of all stakeholders. During the Maggi crisis, Nestlé expanded its engagement to include not only regulatory bodies but also consumers, retailers, media, and public opinion leaders.

• 6. Prepare Leaders to Deal with Complex Problems

   

  Leaders typically rise through the ranks by solving complicated problems with logical approaches. Managing complex issues requires leaders who can use intuitive skills built on years of experience in dealing with complex problems to navigate ambiguity, adapt to rapidly changing circumstances, and balance diverse stakeholder interests.
• Leaders must consider whether they are rationalizing or sensemaking, favoring predictability or ambiguity, managing risk or uncertainty, and using logic or intuition to avoid this pitfall. Tackling complex problems will require leaders with the ability to use intuition, creativity, and flexibility.

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• Espionnage des employés, forte incitation à faire du sport et à bien dormir pour être plus productif au travail, organisation de team building à la limite de la dérive sectaire ou classement des salariés d’une même équipe en vue de licencier les moins performants
• les salariés n’avaient plus d’espaces de pensées propres, que ce soit le directeur des ressources humaines, le PDG ou le simple manager.
• L’entreprise est devenue un produit financier comme un autre et cette pression de la performance mène à un turn over toujours plus important
• Sauf que maintenant, cette loyauté est devenue unilatérale et un salarié peut être évincé à la moindre occasion. Chez Engie, on demande même aux salariés d’être des ambassadeurs de l’entreprise et de n’en dire que du bien.
• Le télétravail est quant à lui devenu pour certains un outil pour espionner les salariés.
• C’est pour cela que certaines structures incitent leurs équipes à faire plus de sport. Une étude du MEDEF a fait des estimations sur le sujet : la rentabilité des salariés augmenterait de 6 à 9 % s’ils ont une activité physique régulière.
• les entreprises notent les salariés et établissent par avance des quotas d’individus « sous-performants », indépendamment de leurs compétences réelles.
• En fait, les compétences sont devenues obsolètes et les employés le savent. Ils se font évincer la plupart du temps pour des raisons comptables
• Un inspecteur du travail m’a dit : « La violence est enrobée dans du sucre Candy »
• Pour mettre en place ces plans de départ, Danone s’appuierait sur des grilles comportementales, mettrait en place des formations infantilisantes pour apprendre aux salariés à traverser

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