What if Decathlon was the anti-Kodak? If there is a social body that does not hide behind its illusions, it certainly is the one of France’s favorite brand for years! If there is a social body that does not hide behind its illusions, it certainly is the one of France’s favorite brand for years! Who better than Decathlon’s employees to understand the structural limits of a product distribution sector whose growth objectives accelerate the planetary ecological crisis every day?

To optimize your management practices, you sometimes need to take a step back... And get inspired by what is done elsewhere. With this exploratory approach, our expert in new forms of governance, Luc Bretones, takes you on a journey to the land of managerial innovation. A new stopover in Colombia, where a culture of discomfort, original rituals and the measurement of equity are turning the work landscape upside down.*

Pour optimiser ses pratiques de management, il faut parfois prendre de la distance… Et s’inspirer de ce qui se fait ailleurs. C’est avec cette approche exploratoire que notre expert en nouvelles gouvernances, Luc Bretones, vous propose un voyage sur les terres de l’innovation managériale. Nouvelle escale en Colombie, où culture de l’inconfort, rituels originaux et mesure de l’équité chamboulent le paysage du travail.

Luc Bretones explains how companies should go about resolving conflict in a productive way that ultimately benefits everyone. The founder of the NextGen Enterprise Summit sees collective decisions as the benefit of conflict.

Luc Bretones explains how companies should go about resolving conflict in a productive way that ultimately benefits everyone. The founder of the NextGen Enterprise Summit sees collective decisions as the benefit of conflict.

After three weeks in Colombia, the fourth stage of our Odyssey ended on Wednesday April 27, 2022. ¡Qué chimba! The meeting of 14 collaborators, 12 companies and many "Paisas" in Medellín and "Rolos" in Bogotá allowed us to understand the Colombian managerial and societal culture. As for Norway, Iceland and Brazil, our understanding of the Colombian culture is obviously not comprehensive, and the examples we will give you do not reflect the behavior of all Colombian companies. However, the points we are highlighting in this article have come up regularly in our discussions.

It's the end of "business as usual"! At the last NextGen Talks breakfast, on the theme "what Millenials really want", Manuelle Malot, Director of Career Activities at EDHEC Business School and the NewGen Talent Center, clearly states: "the younger generations want to grow and thrive at work".

Who said that the world of work was merciless and that the slightest mistake could be fatal to the most zealous employee? Less allergic to failure than they might seem, companies are increasingly welcoming mistakes into their processes. Let’s decipher a trend that has made its home in these very liberated companies.

After spending more than three weeks in Brazil, the third stage of our Odyssey ended on the 6th of April 2022. And what an adventure! Our encounters with 22 employees, 14 companies and many "Cariocas" in Rio de Janeiro and "Paulistanos" in São Paulo, helped us to understand the Brazilian managerial and societal culture.

After more than two weeks in Iceland, their second trip ended on Thursday, March 10. What an adventure! This island of about 360,000 people never ceased to amaze us with its entrepreneurial innovations, culture, vibrancy, climate and beauty.

Luc Bretones, NextGen's CEO and organizer of the NextGen Enterprise Summit, met Joost Schouten, Dutch CEO of Nestr.io and partner of PowerShift Capital, who is based in New Zealand and has become a leading specialist in shared governance and its technological tools.

Let us not waste our pleasure. When it comes to optimism, the planets are in tune. On the one hand, more than half (55%) of French companies consider their position “better” or “much better” than their forecasts, according to the latest report (June 2021) from insurance manager Willis Towers Watson. To the extent that a third of them plan to strengthen their recruitment plan over the next twelve months.