Ressources humaines

Revue

Entreprises, travail

The Intangibles Revolution

Many companies, analysts, economic or political decision-makers are still narrowly focussed on the short-term and on immediate profit, relying for their vision on essentially quantitative and financial indicators. Yet the wealth and permanency of an organization do not depend solely on quantitative factors, as André-Yves Portnoff shows regularly in these pages. Many elements of an intangible kind are involved, ranging from the way digital technology is used to human relations within the enterprise, not to mention management style.

This article provides insight into this intangibles revolution within organizations (including territories) and into how they can incorporate it into their strategic thinking. André-Yves Portnoff reminds us, for example, of the major characteristics of intangible capital and the main factors that go to make it up (collective intelligence, relational capital, horizontal management etc.), and he describes the method for evaluating intangible capital and the value of organizations (the so-called V3 method) which he has developed with the aid of a working group brought together by Futuribles International. This alternative tool, tested in several different instances in a variety of companies, aims to help organizations incorporate this intangible capital into their strategic diagnoses and make it a factor of growth and wealth-creation.

Bibliography

Économie, emploi - Population

Year 2026 : Doing Singapore Differently

Year 2026: Doing Singapore Differently

Ce rapport est publié dans le cadre d’un projet porté par l’Institute of Policy Studies (IPS), un centre de recherche consacré à l’étude des politiques publiques, intégré au sein de la Lee Kuan Yew School of Public Policy de l’université nationale de Singapour. Intitulé Action Plan Singapore, le projet est un exercice de prospective visant à analyser comment l’allongement de la durée de la vie, l’innovation technologique et l’évolution des compétences pourraient influencer ...

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Revue

Économie, emploi - Entreprises, travail

Insurance Jobs under Pressure from Digital Technology

In the context of current debates about the prospects for productivity (in connection, among other things, with technological progress), Futuribles is, in this issue, initiating a discussion on the question of the slowdown in productivity gains and its consequences, particularly with regard to the future state of jobs and employment. This article by Norbert Girard sheds light on a sector that has especial concerns about the current “digital wave” arising out of the development and dissemination of information technologies: namely, the insurance sector.

Drawing on the latest Baromètre prospectif des métiers et compétences dans l’assurance, it shows how this digital wave has actually affected jobs in the sector. For example, it points out that it hasn’t actually led to a fall in staffing levels, but to a redefinition of jobs and, hence, of skills. It is with these developments in mind – changes both in the nature of jobs and in relations with clients – that the sector has to adapt and work to train its staff.

Bibliography

Entreprises, travail - Territoires, réseaux

Transformation digitale : l’avènement des plateformes. Histoires de licornes, de data et de nouveaux barbares…

Transformation digitale : l’avènement des plateformes. Histoires de licornes, de data et de nouveaux barbares…

Après avoir publié L’Ére numérique, un nouvel âge de l’humanité. Cinq mutations qui vont bouleverser notre vie en 2014et Big Data, penser l’homme et le monde autrement en 2015 chez Le Passeur Éditeur, Gilles Babinet aborde ici le sujet de la transformation numérique des entreprises. Tendances en cours, révolutions technologiques, enjeux pour les modèles d’affaires : l’ouvrage, issu de centaines d’entretiens avec des personnalités du management et de start-ups internationales, aborde avec maestria un ...

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Note de veille

Éducation - Entreprises, travail

Renouveau et expansion des universités d’entreprise

Depuis quelques années on assiste à un processus de réinternalisation ou de réorganisation des fonctions formatives au sein des entreprises selon plusieurs processus et modalités. Cette dynamique traduit l’importance prise par le monde du travail dans l’appropriation, la recomposition et le développement des savoirs. En ce qui concerne les grandes firmes [1], ce mouvement prend la forme d’une revitalisation des universités et académies d’entreprise [2], qui s’est notamment manifestée lors de la première édition du ...

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Bibliography

Entreprises, travail

The Future of Jobs : Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution

The Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution

Pour rédiger ce rapport, le Forum économique mondial part du postulat aujourd’hui communément admis que 65 % des enfants qui entrent en primaire actuellement occuperont, dans leur vie professionnelle, un métier qui n’existe pas encore aujourd’hui. Dans ce contexte d’accélération des transformations du marché du travail, la capacité, pour les entreprises, d’anticiper et de préparer leurs besoins futurs en volume d’emplois et en compétences, devient de plus en plus stratégique et cruciale. Dans ce rapport ...

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Revue

Entreprises, travail

Conceiving the Company of the Future

While the French government, like those that preceded it, is struggling to push forward the reform of labour law, meeting resistance from the political sphere, trade unions and employers, among others, the question of social relations within the world of work is as topical as ever. As Hubert Landier shows here, companies are continuing, in their vast majority, to operate in terms of the traditional pyramidal model that came out of the “Age of Reason”. However, that model –where decision-makers are separated from those who carry out the decisions, those with knowledge from those without and so on– is no longer fit for purpose and the organizations implementing it are at risk of becoming set in their ways and failing to evolve to meet current needs.

The way to surmount the difficulty, argues Hubert Landier, is to follow the Darwinian principle of evolution-through-complexity: like living organisms, companies should progress from one level of complexity to the next by optimizing relations between the cells they are built from. It is only such multicellular working that can enable organizations to adapt to the current era as Hubert Landier describes it here, with emphasis on the importance of collective action, networks and networking (the rich diversity of the internal communication network; the multiplicity of possible communications channels; the priority accorded to autonomy, seen as a vehicle for general efficiency etc.).

Bibliography

Entreprises, travail

Dialogue social. Une urgence pour l’entreprise

Selon l’Organisation internationale du travail, « le dialogue social inclut toute forme de négociation, de consultation ou simplement d’échange d’informations entre représentants des gouvernants, des employeurs et des travailleurs sur des questions d’intérêt commun liées à la politique économique et sociale ». L’ouvrage d’Hubert Landier — spécialiste des sciences sociales, notamment vice-président de l’Institut international de l’audit social et conseiller scientifique de Futuribles International — est clair, précis, bien documenté, émaillé de nombreux cas concrets puisés ...

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Bibliography

Entreprises, travail

La Faillite de la pensée managériale

François Dupuy est un sociologue du changement qui s’est fait connaître par plusieurs ouvrages fondés sur ses observations comme enseignant dans les business schools européennes et nord-américaines. Il est également consultant auprès de nombreux dirigeants d’entreprise. C’est dire qu’il connaît son sujet. L’un de ses ouvrages les plus remarqués fut publié en 2005 : dans La Fatigue des élites. Le capitalisme et ses cadres [1], il soulignait déjà l’envahissement de l’entreprise par une rhétorique ...

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Bibliography

Entreprises, travail

Travailler au XXIe siècle

Aujourd’hui, les entreprises attendent de la part de leurs salariés un engagement total de leur subjectivité dans l’activité de travail. Il en résulte que la reconnaissance s’impose comme critère essentiel de repérage du rapport de l’individu à son travail, tant du point de vue de l’entreprise qui doit trouver les modalités de cette reconnaissance que de celui des salariés qui en attendent des manifestations concrètes. La reconnaissance s’inscrit également dans le contexte de la ...

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Revue

Entreprises, travail

The Renewal of Managerial Practices: Computer Literacy –How the Digital is Revolutionizing the Organization and Management of Companies

It has become a cliché that information technology, which has spread through all levels of society, is revolutionizing both personal life and the world of work. And yet the take-up of that technology and its impact on our relationship with the world, with time, with knowledge and with others is still an ongoing phenomenon, which François Silva and Arnaud Lacan refer to here using the recently-coined word numéritie, a French equivalent of the English term “computer literacy”. And it is without doubt in the occupational world, in the relation to work and the organization of enterprises, that computer literacy has an essential role to play, as this article shows.

After presenting the issues inherent in computer literacy and the postmodernity it underpins, Silva and Lacan show what perspectives are opened up by the new technological tools in terms of human resource management and company organization. They call, in particular, for a substantial reshaping of managerial practices, which have to develop away from oversight and monitoring activities to a more regulative role (with regard to relationships, human interaction etc.) befitting the postmodern values that have accompanied the rise of computer literacy. In their view, the point is to “reenchant” daily life at work through quality human relationships geared towards collective effectiveness.

Note de veille

Entreprises, travail

Chief culture officer : innover autrement

En 2009, Grant McCracken, anthropologue canadien, dressait le portrait du chief culture officer (CCO) [1], métier émergeant des dernières vagues de crise rencontrées par les entreprises américaines. Très commentée à l’époque, son étude a posé les bases d’un métier alors inconnu, mais dont les pratiques étaient d’ores et déjà éprouvées sur le terrain par des entreprises innovantes. Le chief culture officer, ou vice-président à la culture en français, est défini par G. McCracken comme le garant, au ...

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Analyse prospective

Entreprises, travail

France : climat social et compétitivité

Les directions des ressources humaines sont souvent en décalage par rapport au vécu des personnels. C’est un phénomène mondial qui fragilise beaucoup d’entreprises. Il est particulièrement sensible dans le secteur privé français, ce qui contribue à une dégradation forte du climat social. Or plusieurs enquêtes et études démontrent un lien direct entre compétitivité, climat social et orientation des fonctions ressources humaines.

Bibliography

Entreprises, travail

Le Travail invisible

Dans ce livre, Pierre-Yves Gomez, économiste et docteur en gestion, et professeur et directeur de l’Institut français de gouvernement des entreprises à EM Lyon, s’intéresse au malaise que semble connaître le travail aujourd’hui : manque de reconnaissance des salariés, accroissement du nombre de salariés « tire-au-flanc » selon de nombreux dirigeants, une perte de la valeur travail, etc. Cette situation relativement morose s’explique, selon Pierre-Yves Gomez, par le phénomène de financiarisation du monde qui a accentué « l’esprit de ...

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Revue

Entreprises, travail

Quality of Life at Work: Toward a Reform of Company Governance

In these recessionary times, the question of the quality of life at work may seem rather misplaced for France, given the concerns of the almost three million current jobless who would presumably be content in many cases just to have employment, without worrying about its qualitative dimensions. Yet, as Hubert Landier shows here, this is a major issue for developed societies, in which aspirations to well-being and a better quality of life are increasingly to the fore, as a result of the increased concern with non-material needs. And it is also an essential element in the smooth economic and social functioning of companies which, not having grasped this issue of quality of life at work as quickly as they should, are now paying for it in terms of absenteeism or low levels of employee engagement.

Hubert Landier argues that this situation can be remedied and individuals’ aspirations to a better quality of occupational life can be met, if there is action, crucially, at the level of company governance, by promoting social dialogue and genuinely involving employees and their representatives in strategic decision-making and the company’s business plan. This is an ambitious reform of company operation that has already been tried many times without success, but one for which there is still an evident need.

Tribune

Économie, emploi - Entreprises, travail

La croissance par la débureaucratisation

« Mieux, plus simple et avec les mêmes personnes » : ce sous-titre résume les propositions d’une note publiée par Fondapol (la Fondation pour l’innovation politique) [1]. Les auteurs donnent un exemple frappant : les systèmes de réinsertion des chômeurs consacrent à la supervision et au support 32 % de leurs effectifs en France, un quart en Allemagne, 17 % outre-Manche. L’efficacité exige « une diminution drastique des activités de coordination et de contrôle. Coordonner moins par un accès plus ouvert à l’information ...

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Editorial

Éducation

Sur le capital humain

Nous avons été abreuvés tout au long de l’année 2013, en France, d’innombrables rapports, livres et articles qui soulignaient les maux dont souffrent l’économie et la société françaises, et les signes annonciateurs de leur déclin. Comme ultime avertissement, l’OCDE vient de publier les résultats de l’enquête PISA 2012 [1] révélant « ce que les élèves savent et ce qu’ils peuvent faire avec ce qu’ils savent », donc en substance ce qui constituera demain le capital ...

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Revue

Économie, emploi - Entreprises, travail

The Resilience of Family Businesses

Will the economic crisis, which for more than five years now has buffeted Europe, have taught us anything of value to the managers and directors of companies? This is difficult to assess on the ground right now, but a number of recent studies provide some very interesting hints on what has enabled a number of companies to remain afloat despite the current business environment. André-Yves Portnoff has analysed these studies for Futuribles and his findings are unequivocal: family businesses with “patient” capital which their directors manage on a long-term basis (without being constantly focussed on quarterly financial returns and without pressure from external shareholders), while at the same time looking after their human resources and showing a will to innovate and an ability to take quick decisions when the situation requires it, are the most resilient. They are the ones that have held up best in recent years, if not indeed maintained or increased their growth. This demonstrates the practical advantage of adopting a long-term management perspective, which makes survival possible, rather than a short-termist view driven by stock-market diktat.

Actualité du futur

Entreprises, travail

Le marché du travail en 2025

Dans cet article de la revue Futures, Sally Khallash et Martin Kruse estiment que le marché du travail se trouve actuellement dans une période de transition, marquée par de nouvelles opportunités technologiques (télétravail) et la féminisation de la main-d’œuvre, y compris aux postes à responsabilité. Les conséquences de ces changements devraient selon eux affecter l’organisation future du travail et le concept d’équilibre vie professionnelle / vie privée. Ils imaginent deux scénarios pour l’avenir de cet équilibre fragile ...

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Revue

Éducation - Entreprises, travail - Ressources naturelles, énergie, environnement

Mineral Resources: Prospects for Employment and Training

The economic rise of the major emergent nations has, over several years, created a series of tensions on the energy and minerals markets. Quite legitimately, an increasing number of individuals are aspiring to a standard of living comparable to that of the industrialized countries and this is increasing the demand for basic raw materials (oil, gas, metals etc.) at the very point where production capabilities in certain sectors are reaching their limits. In such a context, there are ever greater needs in the area of mineral resources for exploration, prospecting and the improvement of extraction systems. Unfortunately, as Jacques Varet shows in this article, for lack of sufficient investment in the relevant scientific training in recent decades the world is short of qualified personnel to meet those needs.
Basing himself on various foresight studies he has coordinated on employment in the geosciences up to the years 2020/2030, Jacques Varet provides a global conspectus on employment and training in this field. Reviewing the development of occupations in this field over the last 30 years, he shows that it is the environmental sector that has enabled in-depth training to be maintained in the geosciences, because the extractive industries and exploration went through a lean period between 1985 and 2005. Since then, however, these industries have seen a real revival. Given that many workers in these sectors will be retiring in the coming years, the jobs market in the geosciences is very buoyant and should remain so despite the crisis. The shortage of personnel trained in the field should persist, if not indeed intensify, until 2030. This situation applies in most of the countries concerned (USA, Canada, Europe). More precisely, where France is concerned, Jacques Varet stresses the country’s assets and weaknesses in this area and makes a number of recommendations for the French training system to meet the needs of the sector and attract people to it as a career.

Revue

Entreprises, travail - Territoires, réseaux

Revitalizing the Productive Fabric: Exemplary Actors and Practices

In February 2010, 50 leaders of the largest European industrial groups presented their “Vision for a Competitive Europe in 2025” and, in so doing, criticized Europe’s industrial decline. However, as MIT had done 20 years earlier in its study Made in America (Cambridge [Mass.]: Massachusetts Institute of Technology Press, 1989), they stressed at the same time that this decline was not inevitable, but that Europe had to say goodbye to managerial practices that had turned out over recent decades to be suicidal, both for companies and for regions/localities and the overall performance of the European economies – and the French economy in particular.

Since then, things have scarcely improved: any number of alarms have been sounded and there have been countless grand speeches rehashing the knowledge-economy-related objectives that were originally set for 2010, but are now being spoken of as relating to 2020. These include the creation of competitiveness hubs, a reinvigorated research effort, the imperative to innovate, etc. And yet, confronted with ever more intense competition, companies and regions/localities often remain in a state of uncertainty: what is to be done concretely? How can innovations actually be promoted that are able to improve their overall performance and lasting competitiveness?

To attempt to answer these questions, the Futuribles International Association has decided to launch a subscription study aimed at identifying directly on the ground what are the good practices initiated by companies and regional/local authorities, at exploring how these have been implemented and what very concrete lessons can be learned from them, so that they may be transposed from one company or region/locality to another.

By way of prologue to this study, six precise cases are presented in detail by actors on the ground, these latter being, for the most part, entrepreneurs: the Meyer-Sansbœuf rope manufacturing concern (Haut-Rhin); the fencing designer and manufacturer Lippi (Charente); the shoe manufacturer Samson (Maine-et-Loire); the clothes-peg producer Laguelle (Allier); the participation of a dozen or so companies from the Industries and Agro-Resources Competitiveness Hub (in Picardie) in the Futurol project (on second-generation biofuels); and the software designer CLT Services (Paris). Drawing on these six case-studies and much other original evidence and experience, André-Yves Portnoff offers some broader, deeper thinking on the actors in the current “intelligence revolution”, thinking which shows that it is possible to produce quality goods and services in France and Europe, and to be competitive without cutting back on human capital (far from it, indeed) – all this contributing to the identification of some primary key factors of lasting success for companies and regions/localities.

Revue

Entreprises, travail - Territoires, réseaux

The Intelligence Revolution: Actors and Factors

Drawing on the various testimonies presented in this dossier on French companies that have succeeded by innovating, particularly in their managerial practices, André-Yves Portnoff outlines a number of key factors taken from the experience of these actors. He stresses, for example, the importance of human relations within companies, of the new technological dispensation, which means that the occupational and personal spheres increasingly overlap, of the need to seek out and exploit synergies, and of the crucial role played by staff training, attention to customer expectations etc.

In the course of his analysis, he offers 12 points of reference that are essential for the production of quality goods and services in France – and in Europe – in conditions that ensure value creation for all stakeholders. These are 12 starting points for the thinking that will be done within the framework of the ETIC study (Entreprises et territoires au défi de l’innovation et de la compétitivité) currently being launched by the Futuribles International Association with André-Yves Portnoff and Hugues de Jouvenel (Director General of the Futuribles Group) as its scientific directors. The study will, of course, go much further in analyzing and proposing precise strategic approaches and will also look more closely at local and regional dynamics and the role played in them by the local economic fabric.

Note de veille

Entreprises, travail

Qu’attendre des « plans seniors » en entreprise ?

Depuis le 1er janvier 2010, toutes les entreprises françaises de plus de 300 salariés doivent disposer d’un plan pour l’emploi de leurs salariés seniors. Ces plans, souvent très ambitieux, restent cependant peu contraignants, et leur application dépendra en grande partie de la bonne volonté des entreprises.

Rapport annuel vigie

Éducation - Entreprises, travail - Population

Rapport Vigie 2008. La main-d’œuvre mondiale à l’horizon 2030

Il y a quelques mois, les journaux français titraient encore sur la baisse du chômage, l'amorce d'un retour à une situation de chômage frictionnel, voire de pénurie(s) de main d'oeuvre ; la crise intervient, les périodes de chômage technique se multiplient, les licenciements et dépôts de bilan vont bon train ; bref, les perspectives de l'emploi s'assombrissent, tant en France qu'à l'étranger. La crise économique majeure que nous traversons peut être un accélérateur des ...

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Chapitre de rapport annuel vigie

Éducation - Entreprises, travail

Chapitre 3 du rapport Vigie 2008 : Les compétences de la main-d’oeuvre mondiale à l’horizon 2030

D’ici 2030, la part de la population de 15 à 64 ans ayant déjà aujourd’hui achevé ses études ira logiquement se réduisant et, en 2030, environ 55 % des quelque 5,4 milliards de personnes qui composeront la population d’âge actif (15-64 ans), soit plus ou moins trois milliards de personnes, ont aujourd’hui moins de 15 ans ou ne sont pas encore nées. Ces quelques chiffres montrent que les compétences de la main-d’œuvre de demain ne ...

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