{"id":9763,"date":"2013-10-29T09:12:28","date_gmt":"2013-10-29T08:12:28","guid":{"rendered":"http:\/\/visionarymarketing.fr\/blog\/?p=9763"},"modified":"2021-01-23T07:43:58","modified_gmt":"2021-01-23T06:43:58","slug":"digital-impact-management","status":"publish","type":"post","link":"https:\/\/visionarymarketing.com\/fr\/2013\/10\/29\/digital-impact-management\/","title":{"rendered":"Le digital peut-il avoir un impact sur le style de management ?"},"content":{"rendered":"

Le digital, outre ses apports technologiques, peut-il avoir un impact favorable sur le management et son exercice ?\u00a0<\/em><\/span>Le <\/em><\/span>G9+, think tank de r\u00e9flexion sur le num\u00e9rique<\/span><\/em><\/a>, dont j\u2019ai la charge de la promotion aupr\u00e8s des m\u00e9dias et de la blogosph\u00e8re, a r\u00e9cemment organis\u00e9 une conf\u00e9rence sur le management digital pour tenter de r\u00e9pondre \u00e0 la question: \u201cDu leadership au e-leadership: le num\u00e9rique change-t-il la donne ? \u00bb. Cette conf\u00e9rence \u00e9tait organis\u00e9e en partenariat avec le Cigref et La Poste. On conna\u00eet l\u2019impact du num\u00e9rique dans beaucoup de domaines (e-business, e-marketing, e-pub, e-CRM\u2026).<\/span><\/em><\/p>\n

Le digital peut-il avoir un impact sur le style de management ?<\/h2>\n
\"Le
Le digital peut-il avoir un impact favorable sur le style de management ?<\/figcaption><\/figure>\n

Internet, les m\u00e9dias sociaux et les r\u00e9seaux sociaux d\u2019entreprise ont radicalement transform\u00e9 le rapport \u00e0 l\u2019information. La relation client est devenue instantan\u00e9e et en temps r\u00e9el avec des r\u00e9seaux comme Twitter et Facebook par exemple. Ce changement de temporalit\u00e9 impose aux entreprises de s\u2019adapter et de s\u2019organiser pour r\u00e9pondre aux clients m\u00e9contents sans toutefois sur-r\u00e9agir et ne pas forc\u00e9ment r\u00e9pondre \u00e0 tout ce que les internautes disent sur elles. L\u2019exemple r\u00e9cent de Easyjet qui fin Septembre 2013 a menac\u00e9 un passager de lui refuser l\u2019embarquement sous pr\u00e9texte qu\u2019il critiquait l\u2019entreprise sur Twitter (cf d\u00e9tails ici<\/a>) illustre \u00e0 quel point les entreprises sont encore en train d\u2019inventer et d\u2019apprendre pas \u00e0 pas comment vivre avec la r\u00e9volution du num\u00e9rique.<\/p>\n

Qu\u2019en est-il du c\u00f4t\u00e9 de la direction des entreprises et notamment de leurs leaders ?<\/strong><\/p>\n

Rappelons bri\u00e8vement la diff\u00e9rence entre un manager et un leader telle que Warren Bennis l\u2019a th\u00e9oris\u00e9e dans son livre On Becoming a Lead<\/a>er<\/em> : Le manager s\u2019occupe de contr\u00f4les alors que leader inspire\u00a0\"book\"<\/a> la confiance. Le manager demande \u00ab quand \u00bb et \u00ab comment \u00bb, le leader demande \u00ab quoi \u00bb et \u00ab pourquoi \u00bb. Le manager fait les choses bien tandis que le leader d\u00e9cide de ce qui est bien (\u00ab The manager does things right but the leader does the right thing. \u00bb<\/strong>)<\/p>\n

Nils Fonstad, Directeur associ\u00e9 du Lab de l’INSEAD<\/strong>, et pilote du projet europ\u00e9en \u00ab Vision sur la d\u00e9finition des comp\u00e9tences li\u00e9es \u00e0 l\u2019e-leadership \u00bb a rappel\u00e9 ces diff\u00e9rences tout en posant la d\u00e9finition d\u2019un e-leader : c\u2019est un leader sui sait cr\u00e9er de la valeur en s\u2019appuyant \u00e0 la fois sur les personnes et sur la technologie. En effet les entreprises qui s\u2019\u00e9quipent en nouvelles technologies pour innover et conqu\u00e9rir de nouveaux march\u00e9s ont besoin de dirigeants \u00ab IT savvy \u00bb pour retirer le maximum de valeur de leurs investissements IT.<\/p>\n

 <\/p>\n

Le e-leader est celui qui a une app\u00e9tence particuli\u00e8re pour son m\u00e9tier, son business, mais aussi pour les \u00ab choses \u00bb technologiques et num\u00e9riques. Ses comp\u00e9tences sont transverses et peuvent se repr\u00e9senter sous la forme d\u2019un T. La barre horizontale du T repr\u00e9sente les comp\u00e9tences n\u00e9cessaires au d\u00e9veloppement de l\u2019organisation comme : la gestion du changement, l\u2019innovation, le d\u00e9veloppement de visions strat\u00e9giques, la mise en \u0153uvre de relations avec l\u2019ensemble des parties prenantes de l\u2019entreprise etc. Alors que le pied du T repr\u00e9sente des comp\u00e9tences verticales, en silos, plus sp\u00e9cifiques \u00e0 l\u2019usage et la ma\u00eetrise des outils num\u00e9riques et IT, les services qu\u2019ils permettent d\u2019offrir et la relation client \u00e0 mettre en place sur son secteur.<\/p>\n

Le besoin de d\u00e9velopper des comp\u00e9tences num\u00e9riques dans les entreprises est donc r\u00e9el. L\u2019INSEAD et IDC ont dress\u00e9 un panorama des besoins de e-leaders en Europe dans le cadre de leur \u00e9tude \u00ab e-Leadership : Skills for Competitiveness and Innovation <\/span>\u00bb. L\u2019une des principales conclusions est que la demande en e-leaders va \u00eatre tr\u00e8s importante en Europe. Cette demande est \u00e9valu\u00e9e \u00e0 environ 700.000 personnes sur l\u2019ensemble des secteurs d\u2019ici 2015 avec 70 % des besoins en provenance des PME.
\nLa Poste est consciente de ces besoins et s\u2019organise pour y r\u00e9pondre comme en a t\u00e9moign\u00e9 Sylvie Joseph, Directrice transformation num\u00e9rique de La Poste<\/strong>. Elle a rappel\u00e9 qu\u2019avec ses 536 ans d\u2019existence La Poste n\u2019a pas attendu le num\u00e9rique pour se transformer. N\u00e9anmoins un besoin d\u2019acc\u00e9l\u00e9ration de logiques transversales se fait fortement ressentir et le num\u00e9rique est un levier fort vers cette transversalit\u00e9 et la m\u00e9ti\u00e9risation des comp\u00e9tences. Elle a expliqu\u00e9 : \u00ab Le besoin de mettre le client au centre n\u2019est pas un besoin natif \u00e0 La Poste qui a longtemps b\u00e9n\u00e9fici\u00e9 d\u2019un statut de monopole. Aujourd\u2019hui la relation client est une priorit\u00e9 majeure pour La Poste et nous avons mis en place un Institut du Management pour former les manager aux outils num\u00e9riques et nous orienter vers la relation client en temps r\u00e9el et une excellence de service. \u00bb<\/p>\n

l\u2019agenda des prochaines conf\u00e9rences du G9+, dont je suis charg\u00e9e de la promotion, se trouve sur leur site : <\/span><\/em>www.g9plus.org<\/span><\/em><\/a>. Ne ratez pas celle du 26 Novembre sur l’\u00e9conomie connect\u00e9e. F\u00e9d\u00e9rant 20 communaut\u00e9s d’anciens de toutes formations (\u00e9coles d’ing\u00e9nieurs, management, sciences politiques, universit\u00e9), l’Institut G9+ repr\u00e9sente 50 000 professionnels du num\u00e9rique. Acteur ind\u00e9pendant, il catalyse et agite les tendances d’aujourd\u2019hui et de demain \u2013 technologiques, soci\u00e9tales, march\u00e9s, management, usages \u2013 en organisant une trentaine de conf\u00e9rences par an, ouvertes \u00e0 tous.<\/span><\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Le digital, outre ses apports technologiques, peut-il avoir un impact favorable sur le management et son exercice ?\u00a0Le G9+, think tank de r\u00e9flexion sur le num\u00e9rique, dont j\u2019ai la charge de la promotion aupr\u00e8s des m\u00e9dias et de la blogosph\u00e8re, a r\u00e9cemment organis\u00e9 une conf\u00e9rence sur le management digital pour tenter de r\u00e9pondre \u00e0 la …<\/p>\n","protected":false},"author":20,"featured_media":61063,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2808],"tags":[],"class_list":["post-9763","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-transformation-digitale"],"yoast_head":"\nLe digital peut-il avoir un impact sur le style de management ?<\/title>\n<meta name=\"description\" content=\"Le digital, outre ses apports technologiques, peut-il avoir un impact favorable sur le management ?\u00a0avec le G9+ le 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