Articles
Triggers - Leveraging Change to Stay Ahead of the Game
Annick Renaud-Coulon comments the six trends that are changing business from the book: Triggers by Xavier HOCHET and André-Benoit DE JAEGERE (Odile Jacob, June 2010)
What drives companies to change rather than maintain the status quo? How do current world events affect their outlook? What visible and invisible dynamics do their futures depend on? How can companies gain insight into such dynamics and thus choose the right direction for their business? How exactly can they apply their understanding of trends to trigger long term change that is both pertinent and meaningful?
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EXPLOITING SOCIAL NETWORKS AT CORPORATE UNIVERSITIES
By Annick Renaud-Coulon in Developing Leaders, March 2011
New collaborative technologies are designed to make everyone more efficient, committed, and innovative. While it is not their stated aim, companies that invest in these modern tools believe they will help them build up their 'relational assets' and give them a clear strategic advantage in the markets, thanks to increased interaction within the company and between their employees and the world outside. However, turning a technology into usage does not happen with a click of the fingers. In addition to running these networks in a serious, vigilant, and personalized way, companies also have to manage collateral, cultural, strategic, organizational, and managerial changes, because they need good leaders to overcome difficulties and seize opportunities for development.
Corporate Universities: Competitors or Collaborators?
Dr. Philip McGee, Program Coordinator for the Masters in Human Resource Development, Clemson University, South Carolina
In this article, four top experts: Mark Allen, Ed Cohen, Sue Todd, and Annick Renaud-Coulon address the role and growth of corporate universities and explain why traditional universities are failing to meet the educational needs of students and organizations as we enter into the 21st century. Their comments will both reassure and disturb anyone interested in the future of higher education.
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Corporate Universities are not Training Centres
By Annick Renaud-Coulon
We must remove the ambiguity. Corporate universities are not training centres. The fact that corporate universities coexist with training centres in companies proves this point. And there are large groups that are organised in this way, because they have understood the difference between the two bodies. This distinction becomes evident when one examines the characteristics of a training centre.
Corporate University: a lever of Corporate Responsibility
By Annick Renaud-Coulon
Why do the social and environmental commitments established by companies risk backfiring on their authors? Annual reports that companies conscientiously produce year after year, with the help of special agencies, don't usually posit them as responsible and respectable to their stakeholders. No more than the decision to set-up a Sustainable Development (CSR) or Diversity Management department, neither to create a foundation, to commit to adhering to the United Nations Global Compact Principles, or OEDC Principles for multinationals, for instance. For an organisation to be responsible, it must mobilise its entire workforce on the societal stakes, in order to bring true changes to fruition. It must educate employees and establish them in a situation of learning new behaviours and skills.