Sustainable management: towards an optimization of human energy

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The notion of human energy as a resource to be managed in a sustainable way is a rich concept for management. Such energy can be both exhaustible and infinitely renewable—and the principal task of the manager is to minimize sources of energy drain, and maximize the production of positive energy, so that the energies of the individuals in the team combine, not cancel each other out. Five key areas are addressed in the article: the role of the manager, the organization and motivation of the team, meeting planning, mentoring individuals’ development, and the development of shared collective goals. The approach transcends the classical dualities of human resource management—of reason/emotion, competence/experience, and expertise/management—to achieve the optimization of the energy of both individuals and the team.

Le management durable: pour l’optimisation de l’énergie humaine

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Appliquer au management une logique de développement durable permet de dépasser les dualités classiques en ressources humaines (rationnel/émotionnel, compétences/expérience, expertise/management…) pour optimiser l’énergie humaine au niveau individuel et collectif. L’énergie est un concept riche en management car à la fois épuisable et renouvelable indéfiniment, en fonction des leviers utilisés. Tout l’enjeu réside donc dans la réduction des sources énergivores pour maximiser la production d’énergie positive, sans que les énergies individuelles s’annulent mais au contraire s’additionnent. 5 leviers y contribuent: le rôle du manager, l’organisation de l’équipe, la planification des réunions et l’animation de l’équipe, l’accompagnement des projets individuels et la capacité à développer un ou plusieurs projets collectifs.

On Community Management: Current practice, possible futures

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For most businesses today, community management is only a cosmetic innovation, in both reputation and practice. Appearing to be a new function because the medium is new, it has reproduced the traditional organizational model of the business, which offers each category of consumer a single centralized point of contact with the business. The potential development of the role is nevertheless rich in possibility, from the integration of different departments of the business to an ongoing role as an intermediary between individual consumers and individual employees. A business that recognizes the potential for the individuation of its employees in the process of internal community management opens the royal road to true integration of « Web 2.0, » though inevitably this will require fundamental reorganization to obtain real benefits in customer loyalty and innovation.

Fonctions et évolutions possibles du Community Management

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Le community management tel qu’il est pratiqué ou vu par une majorité d’entreprises aujourd’hui n’est qu’une innovation cosmétique. Sous les apparences d’une nouvelle fonction parce que les moyens le sont, il reproduit le modèle organisationnel traditionnel de l’entreprise, qui oppose à chaque catégorie de consommateurs un interlocuteur centralisé. Les pistes d’évolution de la fonction sont riches de potentiel néanmoins, de l’intégration aux différents départements de l’entreprise à la pérennisation de la fonction comme intermédiaire relationnel entre des individus consommateurs et des individus employés. La reconnaissance par l’entreprise du potentiel d’individuation de ses employés à travers du community management interne ouvre une voie royale de véritable intégration du « web 2.0 », avec forcément à la clé une refonte organisationnelle et managériale pour des bénéfices réels en fidélisation client et en innovation.

Retour d’expérience: la stratégie digitale de Cetelem

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Le web représente 1/3 de l’investissement communication de Cetelem pour 2/3 offline. La marque pèse un poids considérable tous canaux confondus et génère directement 70% des demandes de crédit issues du web, d’où l’importance de l’entretenir. Les canaux web sont plus rentables que les canaux offline mais plus faibles pourvoyeurs de business. Les réseaux sociaux et le mobile sont aujourd’hui un relais d’entertainement des campagnes nationales sans attente de ROI.

How your digital communications can evolve and innovate

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Digital media is constantly evolving, and some trends are long-term while others are more short-lived. Keeping up with the times while making the right choice in terms of which trends to embrace for the brand and its customers is the communications balance that needs to be sought. To be proactive in this sense, all brands need to continually integrate monitoring and experimentation in their annual plans.

How to manage and measure a digital action plan: what are the right performance indicators?

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The two main problems relating to the strategic management of digital actions are linked: an excess of available data and the difficulty of aggregating them with actions carried out on other media. This is the starting viewpoint that distorts the situation: if we start focusing on operations and what is measurable, any additions or comparisons will be shortsighted and made at the wrong level. We need to start from strategic objectives and criteria for success and failure to define the right indicators, and to avoid confusing indicators relating to goals with tactical indicators.

How to turn a digital strategy into an action plan

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Turning a digital strategy into an action plan is something that should be done in phases to reflect the relative position of the Internet in the overall strategy of means. Using a customer journey and associating different brand goals to it is a way of organising all the content and actions and prioritising them before getting into the detail of the digital action plan. Defining how to steer the project will then be done retroactively.

How to design a digital strategy

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A digital strategy is not just the sum total of all the actions your company carries out on the Internet. It involves natively integrating the Internet prior to thinking about strategy even on a company-wide level, and identifying areas of presence and action within each function/job alongside other drivers and means. One way of approaching this is to evaluate the potential impact of the Internet on the business model of the company and leadership methods used by senior management, in order to define the right levels of goals, leadership and organisation relating to various cases. Only then can it be translated into action plans.

How to have a global vision of the Internet (3/3): Internet users, browsing and criteria for selection

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The Internet is a virtual space in which we find our way around in the same way as we do in the real physical space: using points of reference and paths that come from experience enabling us to build up a mental image of the space. Content is the tar of the web, the material that is used to build its roads: a strategy of content and a strategy of means are closely linked. Internet users continually pass judgement on the content they find until they reach their goal. Their criteria are often based on the quality of the source as much as on the quality of the content itself.