Voici le lien vers un article publié il y a plus de 12 ans et qui reste plus que jamais d’actualité pour les managers (ou intrapreneurs) dans les grandes entreprises et qui est remis au devant de la scène via un post d’Eric Schmidt sur blogs.hbr.org
En voici un extrait :
These are scary times for managers in big companies. Even before the Internet and globalization, their track record for dealing with major, disruptive change was not good. Out of hundreds of department stores, for example, only one—Dayton Hudson—became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business. Medical and business schools are struggling—and failing—to change their curricula fast enough to train the types of doctors and managers their markets need. The list could go on.
It’s not that managers in big companies can’t see disruptive changes coming. Usually they can. Nor do they lack resources to confront them. Most big companies have talented managers and specialists, strong product portfolios, first-rate technological know-how, and deep pockets. What managers lack is a habit of thinking about their organization’s capabilities as carefully as they think about individual people’s capabilities.
Continuer à lire Meeting the Challenge of Disruptive Change – Harvard Business Review.
Article complet en PDF ici