Organizational transformations, notably induced by the Pacte law in the USA, result as much from the evolution of the objectives (or even the missions) of companies as from that of the means implemented to contribute to the achievement of these. They require a significant change in the skills of companies and lead to a rethinking of their place in society.
Individual skills are generally well understood and developed. Collective skills, mobilized internally when collaborating with colleagues or in an inter-organizational context when cooperating with competitors, customers or suppliers, too often remain neglected or forgotten.
However, the change in individual skills brought about by the Pacte law, although necessary, turns out to be insufficient, even doomed to failure, if a deep reflection on organizational transformations does not accompany it.
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The key role of emotional skills
Organizational transformations based on the emergence of new technological solutions (robotization, digitization, digitalization) are based above all on the evolution of human skills.
More specifically, relational and emotional skills appear to be more and more essential at a time when collaboration within the organization, but also between the latter and its external partners, is becoming one of the main keys to success.
Of course, more and more examples show that the collaboration cursor is sometimes pushed too far. Cases of collaborative burnout appear, testifying to the importance of the right balance between individual and collective work.
But from start-ups to very large companies, the sense of history is one that increasingly relies on the development of the so-called social skills of people, especially emotional skills. These are the ones that support collaboration, rare now being the tasks and activities that can be carried out alone, without the contribution of several colleagues and/or partners.
“Flourishing” organizations based on more autonomy
If individual skills, thanks to training and new experiences, progress and accompany changes, collective skills, particularly organizational, often prove to be more difficult to develop.
These are based on internal collaboration and a more transversal vision of performance. There is no shortage of theoretical references to give good ideas and concrete examples of virtuous practices. Organizations with original functioning are thus regularly qualified as “liberated”, “nutritious” or “flourishing”.
They are characterized by these essential common points: more autonomy and freedom are given to the employee for an enlarged contribution, essentially based on what it is possible to call the “exceeding of function”, with the performances of the ‘organization.
If management follows, for the sake of consistency, becoming more participative, benevolent, even “slow”, the conditions can be met to break the silos that still too often characterize our organizations, public or private, small or large. But this is precisely where the shoe pinches. The difficult rise in organizational maturity hinders the transformations that changes in individual skills would make possible.
Caring for your suppliers and making your ecosystem more resilient
What about inter-organizational skills, which allow us to work better together? And although this may be where there is a significant lever for successful organizational transformation. This is, in particular, one of the indirect benefits, a kind of induced benefit, of the approach aimed at better collaborating with its suppliers or, more generally, its external partners.
It indeed contributes, and without excessive effort, to establish a stronger culture of collaboration internally with each of the partners. If internal collaboration facilitates collaboration with external partners and makes possible a real “management of external resources” (the new name that we give, more and more, to the purchasing function), the reverse, and numerous recent works show it, is also true.
It is even one of the main benefits brought about by the implementation of genuine collaborative and responsible relationships with suppliers. From Tefal, which practices skills sponsorship with its suppliers, to Armor-Lux, which has developed a strong collaborative culture between its foreign suppliers and factories located in the USA to gain agility, via the Safran group, whose multiple innovations are essentially based on the increasing quality of exchanges between the various internal services and suppliers, there are many examples of the dissemination of good internal collaboration practices when these are initiated with suppliers.
Economic peace with many virtues
Everyone, therefore, has a lot to gain from working for peaceful and more harmonious inter-company relations: principals (if we continue to call them thus despite the less and less relevant character of the appellation), but also obviously their suppliers and, by extension, the entire economic ecosystem.
The ARaymond group, the world leader in fastening for the industry, Schmidt Group, which manufactures and commercial furniture, or Toolacier, responsible distributor of equipment and tools for companies, thus contribute, each in their own way to strengthen the resilience of their economic ecosystem by benefiting from the quality of relationships with their suppliers.
Economic peace thus promoted continues to see its multiple hidden interests emerge and be validated by virtuous practices with enhanced spinoffs. Besides a better capacity to innovate together (between organizations), it indeed contributes to a better resilience of the ecosystem and its members and allows people to work in a serenity conducive to the development of skills.