Is innovation management a lever for HR development?
The crisis has a two-fold face: it is conducive to questioning and innovation, but it also weighs on motivation and heightens the need for meaning. To adapt to an unstable environment, a company must be able to count on the commitment of its employees. The implementation of an innovation management system, by creating new room for manoeuvre and, in particular, a joint construction effort, can help to give everyone a place in the collective adventure.
To what extent can innovation management be used as a lever for performance and social cohesion? How to place the employee in a position to take up the challenge of innovation? What organisation should be used to manage the creativity of the greatest number of people? How to renew the systems (participative innovation, idea competitions, open innovation, co-design, cross-fertilisation, etc.) in order to anchor innovation in cultural reflexes?
Antwerp is a meeting place for researchers in the humanities and social sciences and decision-makers in the economic world who wish to better understand the changes in society that have an impact on business activity. It was created on the initiative of major institutions in the world of research (CNRS, Maison des sciences de l'homme, Ecole des Hautes Etudes en Sciences Sociales) and major companies.
The workshops set up by Antwerp allow to compare the analyses of scientific experts and the experiences of company managers on a given issue.
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Inter-company working groups aim to analyse specific questions posed by companies. The objective may be to develop principles of action or to define a working methodology.
Clubs aim to analyze the major developments facing professionals in the same function in the light of club members' experiences and input from researchers. The member companies are major groups such as BNP Paribas, Auchan, Caisse de Dépôts et Consignations, CNP Assurances, EDF, Micheli, La Poste, RATP, Renault, Saint-Gobain, SFR, SNCF, Total, Spie,...
Calendar of upcoming working groups :
– January 24, 2012 What kind of management to foster commitment, cooperation and innovation? The current gloom, under the appearance of stability, feeds fears of disengagement on the one hand and a need for meaning on the other. Between changing expectations and the need for recognition, what place is there for today's employee? How can a more qualitative proximity between manager and employee be organised? Under what conditions can a climate of trust conducive to innovation be established? To what extent does a management open to creativity, more participative, constitute a lever of commitment and allow the emergence of unexploited skills?
Speakers : Marc Deluzet, General Delegate of the International Social Observatory; Delphine Dupius, HR Manager Pepsico France; Jérôme Introvigne, Innovation Manager Groupe Poult.
– February 14, 2012 What organizations to better innovate, exchange? Being creative or encouraging collaboration cannot be decreed. These individual dynamics can be thwarted by the very organization of the company. But they can also blossom under the effect of management. ad hoc. How to manage creativity according to the objectives pursued (process improvement, solving business problems, innovation, etc.)? How to make internal cooperation modes more efficient to make the most of the company's potential?
Speakers : Pierre-Jean Barlatier, Senior Researcher Centre Henri Tudor; Valérie Gibert, Knoledge Officer Community Manager GDF Suez; Myriam Antoine, Director French National Olympic and Sports Committee (CNOSF).
– March 6, 2012 : Embedding creativity in the corporate culture / How to avoid the trivialization of innovation systems? Beyond the specific actions that encourage creativity by allowing to "get out" of the organization, the challenge is to integrate innovation more so that it is carried by all and remains permanently linked to the company's strategy. What new avenues for participatory innovation practices today? Under what conditions can we avoid the trivialization of innovation systems in order to make creativity part of the corporate culture? Quid the roles of internal communication and HR? How can we build on the tools and spirit of 2.0 to disseminate and renew practices?
Speakers: Roger Mondière, group coordinator of spontaneous progress Michelin; Emmanuel Frizon de Lamotte, head of participative innovation Axa France; Muriel Garcia, president of Innov'Acteurs; Catherine Leger-Jarniou, HDR lecturer in Management Sciences, University of Paris IX Dauphine.
To register for one of these workshops: 01 42 86 68 92 / firstname.lastname@example.org
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