By Blandine CORDIER-PALASSE, Revue RH&M n°59 p.54
We are seeing a change in the founding myth and in consumer habits. We are moving from a product society to a customer service society with 360° transparency. In this environment of volatility, complexity, uncertainty and ambiguity, companies need to adapt. This requires both agile leadership and good governance.
In the information age, which has become strategic, we are witnessing real breakthroughs:
-Trust in authority is no longer an option
-Secrecy is no longer a source of power
-Relationships are almost virtual
-Generation Y is shaking things up.
It is no longer necessarily the biggest that absorbs the smallest, but the most agile, the one that will "disrupt".
...The forces at work must be orchestrated: shareholders-management-employees to ensure good governance
- The Board of Directors defines strategy
: Tone from the top
- General Management implements it, allocates
gives power, resources and control.
This ensures that all levels of the company are involved in its management and performance.
Everything works and works well if there is resonance between shareholders, management and employees, alignment of objectives and culture and therefore a change in behaviour.
In particular, everything has speeded up. We now have to keep pace with changing paradigms and behaviours.
Managers in project management and leaders in people management must :
- Delegate, have action relays, be transparent
to transmit information: to the
top down - down top and crosswise
- Giving a sense of responsibility and meaning to our actions
each
- Trust their teams in the field
- To sum up : Trust & check.
On the one hand, this makes it possible to act more quickly, with flexibility, responsiveness, adaptability and a multiplicity of interactions.
the best - more involved.
Our role in recruitment and human strategy consulting?
Having a strategic vision of the company, anticipating upheavals and changing issues, with proactivity and responsiveness. Helping you to recruit the right talent to meet your changing needs, now and in the future, with the ability to turn technological choices into strategic elements.
The functions of Company Secretary, Public Affairs, Governance, Legal Affairs and Compliance have become strategic in order to support these changes and enable the company to grow, manage the ecosystem, open up to customers and share information and value with them, while safeguarding the Group's interests.
Business partners, facilitators and solutions-oriented, the best have become strategists working alongside managers and operational staff, managing legal, extra-financial and societal risk.
Their legal creativity has thus become a vector of competitiveness for the company. They make an active contribution to safeguarding and developing business and assets, creating value above all else, and ultimately preserving the company's image and reputation.
Blandine CORDIER-PALASSE
She has worked as a lawyer and then as General Counsel and Secretary to the Board of listed groups. She now heads BCP Executive Search. She is also Co-Founder and Vice-Chairman of the Cercle de la Compliance, a company director and holds a doctorate in law.
