Le futur du travail dans l’entreprise (1/2) : l’agilité… ou le néant ?

Source :
http://www.internetactu.net/2013/07/10/le-futur-du-travail-dans-lentreprise-12-lagilite-ou-le-neant/
Article écrit par l’Atelier de l’emploi de ManpowerGroup – www.manpowergroup.fr

L’individu au pouvoir signe-t-il la mort de l’entreprise ?

Anne-France Kogan lors de l'atelier Digiwork de Futur en Seine par l'Atelier de l'emploiAprès l’ère industrielle qui faisait du salarié un subordonnéstricto sensusimple exécutant, on assiste au retour de l’individu dans l’entreprise, et avec lui d’une certaine confusion entre vies privée et professionnelle – et/ou publique. Ce phénomène ne se cantonne pas au travail, ce sont tous les citoyens qui subissent une “injonction sociale à l’individualisation”, estime Anne-France Kogan, enseignant-chercheur à l’Ecole des Mines de Nantes. Aujourd’hui, l’autonomie devient une valeur cardinale et l’individu doit être responsable de ses choix, en substance. Le numérique incarne autant qu’il accélère radicalement le processus : les salariés font entrer leur téléphone mobile, tablette ou ordinateur portable dans l’entreprise, leurs réseaux de connaissances professionnelles et d’affinités personnelles s’entremêlent, leurs passions se conjuguent au travail collectif, leurs talents et créativités doivent fonctionner ensemble à l’ère de l’innovation…In fine, l’entreprise aujourd’hui doit gérer autant de quêtes du bonheur qu’il y a d’individus en son sein. Car dans une économie dont la créativité est le moteur, le génie de chacun tout comme sa relation au collectif sont déterminants : la prise en compte de l’individu dans toute sa complexité, intime comme sociale, est une donnée tout à fait nouvelle dans les entreprises !

Plus prosaïque, l’exemple de l’utilisation professionnelle de son téléphone ou ordinateur portable personnel (phénomène connu sous l’acronyme Byod, pour Bring your own device), qui pose d’importants problèmes de sécurité des données et de compatibilité logicielle, est typique des transformations actuelles : où se situe la frontière entre travail et activité personnelle, activité associative, temps libre ? Comment décompter le temps de travail quand on peut traiter la demande d’un client dans les transports en commun et pendant les vacances ? Comment faire vivre un collectif quand le “lieu de travail” perd de sa signification (c’est la question qui a conduit Marissa Mayer à décider l’interdiction du télétravail chez Yahoo) ? Ces questions sont plus qu’essentielles, elles sont existentielles : Comment les entreprises pourront-elles survivre dans leur forme actuelle, alors que tous les fondements de leur existence moderne sont sapés ? Sauront-elles se montrer suffisamment agiles pour se réinventer ?

Futur en Seine 2013
Image : La halle du Centquatre lors de Futur en Seine par l’Atelier de l’emploi.

Les entreprises se transforment pour survivre

Ce qui ressort des témoignages des chefs d’entreprises et chercheurs réunis par la Fing, c’est que les réponses sont à trouver dans la souplesse et l’ouverture :

Face aux mutations numériques, Nathalie Andrieu, directrice générale en charge du numérique au Groupe La Poste n’a eu d’autre choix que de revoir son modèle économique, son organisation et son fonctionnement. Elle explique ainsi que son entreprise cherche aujourd’hui à valoriser, parmi ses salariés, quatre traits de caractère propres aux entrepreneurs :

  • 1. goût du risque ;
  • 2. non conformisme ;
  • 3. capacité d’organisation et efficacité personnelle ;
  • 4. capacité à se remettre en cause.

Les participants à l'atelier Digiwork de Futur en Seine phosphorent
Image : Les participants à l’atelier Digiwork de Futur en Seine phosphorent !,via l’Atelier de l’emploi.

“L’entreprise étendue” prend corps grâce au numérique

Elle préconise d’adopter le modèle de “l’entreprise étendue”, qui fonctionne en écosystème en intégrant ses sous-traitants et tous les acteurs d’un projet : “On doit travailler ensemble, faire coopérer start-ups et grandes entreprises, au lieu de les opposer. Une entreprise comme La Poste a besoin d’être bousculée par des startups qui remettent en cause les habitudes, les rythmes”, reconnaît-elle. “Ce n’est que comme ça que la France pourra reprendre un temps d’avance”.

Ceci étant dit, l’arrivée de “l’extérieur” dans l’entreprise et la prise de pouvoir d’individus qui y font entrer leur vie privée via les appareils numériques (le fameux Byod), pose un défi de taille aux responsables informatiques : comment éviter l’anarchie ? Comment éviter de perdre le contrôle, avec tout ce que cela implique en termes de sécurité des informations confidentielles notamment ? Poussés par la démocratisation des usages privés (la “consumérisation de l’IT”, c’est-à-dire des technologies de l’information”, le fait que des produits initialement conçus pour un usage domestique soient adaptés au marché professionnel), les employés construisent peu à peu unShadow IT – une informatique parallèle – où chacun amène et utilise l’outil qu’il préfère, en contournant la norme. Une telle fronde douce, sans revendication, est une nouveauté pour les entreprises !

Philippe Bletterie d'Alcatel-LucentPour Philippe Bletterie, responsable du management chez Alcatel-Lucent, l’alternative est claire : “soit la patrouille s’adapte, soit non, et on travaille moins bien, dans de moins bonnes conditions”. Sans accompagnement des usages, le mal-être guette ; plus fondamentalement, au-delà des “risques psycho-sociaux”, il s’agit selon lui de savoir intégrer le nouveau capital apporté par l’individu au lieu de verrouiller les accès.

L’adaptation d’Alcatel-Lucent à cette nouvelle réalité du travail s’est traduite par l’élaboration d’un nouveau cadre favorisant à la fois l’autonomie et le partage, avec notamment une bibliothèque d’applications professionnelles que chaque collaborateur choisit selon ses propres besoins et, surtout, la création d’un “Youtube d’entreprise” accessible à distance. Baptisé OpenTouch Video Store, cette plateforme concrétise la notion d’entreprise étendue en permettant aux collaborateurs, fournisseurs, clients et partenaires d’Alcatel-Lucent de partager des documents vidéo en lien avec leur activité – sans aucun matériel ni logiciel spécifique requis. Une solution collaborative qui fluidifie la communication de l’entreprise avec toutes ses parties prenantes, valorise l’apport de chacun et stimule l’échange, tout en faisant confiance à l’auto-régulation sans pour autant sacrifier la maîtrise des données.

Quand les usages et l’innovation font la loi, le management se réinvente

Corollaire de ce changement, l’élaboration d’un outil numérique en entreprise ne se fait plus en top-down aujourd’hui : ce n’est plus la Direction qui décide et les salariés qui appliquent, notamment parce que les usages individuels ont pris une telle place dans la vie de chacun que l’entreprise perdrait énormément de temps, d’énergie et d’argent en cherchant à les contrer. Le DSI (Directeur des systèmes d’information) voit son rôle stratégique évoluer, il “s’ancre dans le business – en offrant des solutions à même d’augmenter la productivité – et devient force de proposition pour assurer une politique numérique en phase avec les usages. Pour satisfaire au mieux aux préférences de chacun, les expérimentations et développements “par itération” se multiplient, qui facilitent les réactions rapides et flexibles au changement, autorisant les tests et les retours en arrière. Le but : améliorer le bien-être au travail tout en stimulant l’innovation.

Autre exemple encore avec Poult, leader de la biscuiterie (1/5e des biscuits vendus en France), qui connaît une croissance annuelle à deux chiffres – souvent supérieure à 20%. La recette de Laurent Noël, son responsable R&D et Innovation : libérer les initiatives, notamment en instaurant un leadership tournant pour éviter que ne se cristallisent des lieux de pouvoirs, et ainsi challenger sans cesse la créativité de ses équipes – le tout accompagné d’une communication intensive et transparente (transmission de tous les comptes de résultats) ainsi que d’une politique de formation étoffée. Chez Poult, le postulat de l’empowerment des salariés consiste en la “déhiérarchisation”, la suppression des strates et des postes de contrôle – deux échelons hiérarchiques ont déjà disparu.

Plutôt que d’interdire, le rôle des managers et des responsables des ressources humaines de Poult est donc de définir le sens et les objectifs du travail, en aidant l’individu à se responsabiliser, en libérant leurs capacités d’innovation. Au sein de cette biscuiterie, les employés sont des“intrapreneurs” et s’inscrivent dans un véritable écosystème : participation aux pôles de compétitivité, création d’incubateurs internes (structures d’appui au développement de projets innovants), etc.

Vers l’entreprise-artiste, royaume des déviants ?

Les Merveilles de l'industrie moderne de  Louis Figuier (4 volumes, 1873-1876)Poult est-elle pionnière ? Quel sera le modèle de demain ? Quelle mythologie remplacera celle, moribonde, des “merveilles de l’industrie” ? C’est la question essentielle, selon Armand Hatchuel, professeur titulaire de la chaire “théories de la conception” de l’Ecole des Mines, coauteur de Refonder l’Entreprise (qui lui a valu plusieurs prix littéraires, dont celui de la Fondation ManpowerGroup pour l’emploi) et pilote du projet de recherche “L’entreprise, formes de la propriété et responsabilités sociales” au Collège des Bernardins“Le processus d’innovation est aujourd’hui le même que celui de la création artistique”, assène-t-il. Pour lui, la mutation de La Poste relève de cette démarche : “Je ne suis plus ce que vous pensez que je suis !”, proclamerait l’entreprise auprès de ses parties prenantes.

Henri Seydoux, PDG de l’entreprise de systèmes et kits mains libres Parrot, abonde dans son sens : “l’entreprise d’aujourd’hui est un monde de saltimbanques”, sur le modèle de la Sillicon Valley. Elle s’appuie sur des créatifs, dont la valeur ajoutée repose avant tout sur la capacité d’étonnement et à penser contre la norme. Pour lui comme pour Armand Hatchuel, la réticence des Français au changement viendrait du fait que les fondations du travail sont ancrées dans nos imaginaires collectifs comme si elles étaient par nature immuables. Pour Armand Hatchuel : “Les termes « innovation » et « entreprise » sont historiquement ancrés, idéologisés ! Le modèle d’innovation qui s’est imposé est celui issu de la science. Connu de tous, il est aujourd’hui saturé. Henri Seydoux estime pour sa part que la planification qui a fait la gloire de l’industrie est dépassée. Pourtant, on ferait comme si elle pouvait encore avoir cours aujourd’hui, et ce “mensonge” serait destructeur pour l’aventure humaine qu’est l’entreprise : “il est difficile de faire fonctionner des collectifs fondés sur des leurres !”Dans un monde d’incertitude, un business plan “doit tenir en une demie-page” et les spécifications logicielles (c’est-à-dire l’ensemble explicite d’exigences à satisfaire par un produit) seraient à bannir parce qu’elles font croire en la possibilité de totalement maîtriser le futur : “elles transmettent une croyance dans un monde idéalisé ; au final, elles induisent en erreur”.

En somme, l’entreprise doit retrouver sa raison d’être : “créer !”, rappelle Henri Seydoux. “Devoir dégager des bénéfices, c’est sa contrainte, pas sa gloire”. Pour Armand Hatchuel aussi, le seul salut de l’entreprise, aujourd’hui, résiderait dans son basculement ontologique : “L’entreprise du futur doit protéger le déviant, car c’est le déviant qui innove et qui est capable de créer de la rationalité dans l’inconnu”.

Pour pousser ce changement, le chercheur propose deux options :

  • Refondre les cadres légaux, car notre code du travail (1891) serait obsolète et alimenterait des archaïsmes structurels. Et de proposer un modèle : la “Flexible purpose Corporation” créée en Californie (Etats-Unis). Alors que la loi américaine impose aux dirigeants d’entreprises de poursuivre un objectif unique (maximiser la performance de l’entreprise dans l’intérêt des actionnaires), ce nouveau statut permet d’élargir la mission principale de l’entreprise et d’éviter que la maximisation du profit des seuls actionnaires en soit l’unique horizon.
  • Redéfinir le gouvernement de l’entreprise, le management, pour le rendre authentiquement “horizontal” et transformer les managers en accompagnateurs du changement. Peut-être même jusqu’au point de “virer tous les chefs”comme le préconise le gourou du management Gary Hamel.

Hors de l’agilité, point de salut ?

La conférence Entreprise du futur lors du Futur en Seine 2013 par l'Atelier de l'emploiSi les entreprises cherchent à anticiper et accompagner les bouleversements de leurs fondations, c’est parce qu’ils remettent en cause leur existence même. Comme l’expliqueDaniel Kaplan, délégué général de la Fing, elles doivent toutes prendre conscience, aujourd’hui, de la nécessité d’évoluer en profondeur si elles veulent éviter que ne surgissent “des places Tahrir dans les entreprises”.

Reste, qu’au bout de ce tunnel de l’inconnu que “l’agilité” représente, il pourrait y avoir la lumière. Pour clore une conférence passionnée sur l’entreprise du futur, qui a donné lieu à de nombreux questionnements sur l’avenir de la croissance, Philippe Lemoine, président de la Fing, a rappelé que, en 1870, tous les acteurs d’une société à genoux et à bout de souffle se sont mis à dépasser leur rôle pour trouver une voie de réenchantement et accéder à la “modernité”. Résultat : en 1889, la tour Eiffel symbolisait le renouveau français lors de l’Exposition universelle de Paris. “En quinze ans, on reprend la main sur le futur !”, s’enthousiasme Philippe Lemoine. Un mot d’ordre, donc, pour que les entreprises et tous leurs collaborateurs participent activement à la réécriture d’un destin commun : agilisez-vous !

Source : http://www.internetactu.net/2013/07/10/le-futur-du-travail-dans-lentreprise-12-lagilite-ou-le-neant/
Article de l’Atelier de l’emploi (www.manpowergroup.fr), le blog de tendances, décryptages, analyses et solutions pour l’emploi édité par ManpowerGroup. Ce compte rendu des ateliers et conférences portant sur l’avenir du travail organisés dans le cadre de Futur en Seine 2013 est publié en partenariat avec l’expédition Digiwork de la Fing.

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