In-depth analysis, applied academic research and field experience, for leaders who think transformation through deeply.
Peter Senge defined the learning organisation in 1990 as one where individuals flourish by continuously developing their capabilities. Thirty-five years later, this concept is more relevant than ever, and harder to implement than it appears.
When faced with a team problem, the natural reflex is to find who is to blame. The Fox Diagram reverses this logic: before blaming a person, look at the system. Authority, Canon, Members, Work, Environment — five dimensions that reveal where the problem truly lies.
Resilience is neither an innate character trait nor a virtue reserved for a few exceptional individuals. It is a collective capacity, actively cultivated through specific managerial practices and culture. What the most resilient organisations do differently.
Leadership vulnerability is now well documented and valued. But there is a deeper and more dangerous form of vulnerability: that of the organisation as a system. 39% of skills in use today will be transformed or obsolete by 2030. This is not an individual threat. It is systemic vulnerability.
Before creating Transactional Analysis, Eric Berne established a fundamental law about organisations: their energy is finite. It is divided between what produces value and what keeps the group alive. When the second outweighs the first, the organisation drains without moving forward.
In France, 2.5 million people are bereaved at any given moment. The question is therefore not whether a manager will one day face this situation, but when. Yet few organisations prepare their managers for this fundamental human reality.
In 'L'acteur et le système' (1977), Michel Crozier and Erhard Friedberg overturned the rational view of organisations. Power is not hierarchical, it is relational and systemic. Understanding this reality is a survival skill for any leader driving transformation.
Before creating Transactional Analysis, Eric Berne developed a theory of organisations that remains one of the most operational for understanding the life of groups. Structure, energy, boundaries, imago: four concepts for decoding what is really happening in a team.
According to the VULNERABLE-IFOP study, 84% of French people see vulnerability as negative. Yet organisations that recognise and value it become the most adaptable. And in today's world, that is precisely what differentiates leaders.
Edgar Schein (1928-2023) left a foundational body of work on organisational culture. His definition goes far beyond stated values: it points to the basic assumptions a group has developed to survive. And it is precisely there that transformation fails or succeeds.
Irving Janis identified in 1972 a formidable psychological mechanism he called groupthink. In the highest decision-making bodies, pressure toward conformity can produce strategic errors of catastrophic magnitude. And your leadership team is not immune.
Theorised by the Académie du Service, the Symmetry of Attention postulates that the quality of service rendered to customers mirrors the quality of management provided to employees. This principle transforms the HR view into a top strategic issue.
Gallup has measured it every year for twenty years. France consistently ranks among the bottom countries in Europe for employee engagement. With only 8% of employees genuinely engaged, the cost is colossal, and the levers for action exist.
Robert Greenleaf formulated it in 1970: the best leader is first a servant. Far from a naive vision, this model is today validated by research as one of the most effective for developing autonomous, engaged and high-performing teams.
Since 2020, hybrid work has become the norm for millions of employees. But five years on, organisations still struggle to get the best from it, and avoid its pitfalls. What research tells us about how to do it really well.
Developed in Cleveland in the 1980s, Appreciative Inquiry inverts the classical logic of change: rather than treating problems, it amplifies successes. Its 5D model has transformed hundreds of organisations around the world.
With €13,500 in annual cost per disengaged employee, poor wellbeing at work has become a top strategic issue. Yet most companies still treat it as a peripheral HR topic. A tour of concrete levers for changing approach.
In 'Reinventing Organizations' (2014), Frédéric Laloux described post-hierarchical organisations he called 'Teal'. Self-management, evolutionary purpose, wholeness: three principles that challenge traditional management models, with sometimes spectacular results.
In 1989, Sidney Yoshida demonstrated that leaders know only 4% of field problems. This systemic distortion is not a failure of will, it is a law of organisation. Understanding it is the first step to correcting it.
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