{"id":2904,"date":"2016-09-23T19:13:41","date_gmt":"2016-09-23T17:13:41","guid":{"rendered":"http:\/\/opeo-conseil.fr\/actualites\/lere-du-big-data-va-t-elle-declencher-celle-du-post-leadership\/"},"modified":"2025-01-21T10:06:03","modified_gmt":"2025-01-21T09:06:03","slug":"lere-du-big-data-va-t-elle-declencher-celle-du-post-leadership","status":"publish","type":"post","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/lere-du-big-data-va-t-elle-declencher-celle-du-post-leadership\/","title":{"rendered":"[TRIBUNE] L\u2019\u00e8re du big data va-t-elle d\u00e9clencher celle du post-leadership ?"},"content":{"rendered":"

Selon Micha\u00ebl Valentin, cofondateur et directeur associ\u00e9 du cabinet de consulting OPEO Conseil, le big data va sonner le glas des leaders tels qu’on les connait depuis toujours. L’analyse des donn\u00e9es devenant pr\u00e9dictive, la qualit\u00e9 visionnaire du leader tend \u00e0 s’effacer aux profits d’un r\u00f4le de fluidificateur.<\/p>\n

Dans notre imaginaire collectif, le leader charismatique est un visionnaire meneur d\u2019hommes.\u00a0“Si je m\u2019\u00e9tais concentr\u00e9 uniquement sur la demande du march\u00e9, j\u2019aurais essay\u00e9 d\u2019inventer des chevaux qui courent plus vite”<\/em>. Par cette c\u00e9l\u00e8bre formule, Henri\u00a0Ford\u00a0r\u00e9sume bien l\u2019une des qualit\u00e9s premi\u00e8res des grands leaders : la capacit\u00e9 \u00e0 \u00eatre “visionnaire”. Au-del\u00e0 du monde industriel, l\u2019Histoire, la Litt\u00e9rature et le Cin\u00e9ma regorgent de ces leaders \u00ab charismatiques \u00bb reconnus parce qu\u2019ils embarquent leurs troupes avec une vision claire du chemin \u00e0 parcourir.<\/p>\n

LE BIG DATA REMET LE LEADERSHIP<\/span><\/h2>\n

Avec le “4.0”, deux ph\u00e9nom\u00e8nes concomitants bousculent les id\u00e9es re\u00e7ues sur la valeur d\u2019un leader. D\u2019une part, le monopole de la vision n\u2019appartient plus au seul leader, car le Big Data permet d\u2019anticiper l\u2019avenir. Anciennement descriptive, la donn\u00e9e est devenue pr\u00e9dictive. C\u2019est ainsi qu\u2019Amazon<\/a>\u00a0parvient par exemple \u00e0 anticiper mieux que nous ce que nous allons acheter ! Dans ce monde o\u00f9 la d\u00e9tention et le traitement de donn\u00e9es permettent de pr\u00e9voir l\u2019avenir, quel est l’int\u00e9r\u00eat de conserver des leaders dont c\u2019\u00e9tait la fonction principale ?<\/p>\n

D\u2019autre part, le leader \u00ab meneur d\u2019hommes \u00bb est devenu obsol\u00e8te, car le Big Data permet \u00e0 chaque employ\u00e9 d\u2019acc\u00e9der \u00e0 toute l\u2019information en temps r\u00e9el sur son poste de travail, ce qui d\u00e9porte le centre de d\u00e9cisions au plus pr\u00e8s du terrain : la donn\u00e9e devient prescriptive. C\u2019est la fin de la verticalit\u00e9 des entreprises qui va de pair avec de nouvelles formes d\u2019organisation et qui induit une transformation importante des modes de pilotage.<\/p>\n

L\u2019\u00c8RE DU POST-LEADERSHIP EST-ELLE VENUE ?<\/span><\/h2>\n

Faut-il alors lib\u00e9rer les entreprises de ces leaders devenus inutiles? Id\u00e9e est risqu\u00e9e, car d\u2019autres d\u00e9fis se profilent avec l\u2019\u00e9mergence du Big Data :<\/p>\n

    \n
  • La fin de la causalit\u00e9 : le Big Data c\u2019est le passage du pourquoi au comment. Cet accent sur la corr\u00e9lation plut\u00f4t que sur la causalit\u00e9 constitue \u00e0 la fois un changement culturel important pour des techniciens c\u00e2bl\u00e9s sur “la recherche de la cause racine”\u00a0et une tension naturelle avec les nouvelles g\u00e9n\u00e9rations qui se d\u00e9finissent par la qu\u00eate du sens. D\u2019o\u00f9 le besoin d\u2019un leadership \u00e9clairant.<\/li>\n
  • La cohabitation du virtuel et du r\u00e9el : avec la r\u00e9alit\u00e9 augment\u00e9e les limites entre le r\u00e9el et le cyber sont de plus en plus floues et d\u00e9bouchent sur la croyance que l\u2019on peut agir en se passant totalement du r\u00e9el. Or l\u2019acc\u00e9l\u00e9ration li\u00e9e au num\u00e9rique laisse peu de temps \u00e0 la d\u00e9cision, et aller sur le terrain pour “sentir”\u00a0un ph\u00e9nom\u00e8ne par soi-m\u00eame est donc de plus en plus crucial. D\u2019o\u00f9 le besoin d\u2019un leadership de terrain.<\/li>\n
  • Le caract\u00e8re exponentiel de la r\u00e9volution industrielle : \u00e0 titre d\u2019exemple nous avons produit autant de donn\u00e9es en 2015 que pendant les 2014 ann\u00e9es pr\u00e9c\u00e9dentes ! Les champions dans le monde du Big Data seront donc ceux qui savent d\u00e9velopper les hommes pour faire \u00e9voluer les comp\u00e9tences et s\u2019adapter \u00e0 cette acc\u00e9l\u00e9ration sans pr\u00e9c\u00e9dent. D\u2019o\u00f9 le besoin d\u2019un leadership de support.<\/li>\n
  • Le risque de dispersion et d\u2019isolement de l\u2019individu : avec le num\u00e9rique, chaque employ\u00e9 a une responsabilit\u00e9 accrue et acc\u00e8de \u00e0 toute l\u2019information en temps r\u00e9el. Pris dans ce flot, le risque de noyade de l\u2019individu et de divergence des organisations est grand. Ainsi le besoin de priorisation et de synchronisation entre fonctions est fort. D\u2019o\u00f9 le besoin d\u2019un leadership de r\u00e9conciliation.<\/li>\n<\/ul>\n

    QUEL LEADERSHIP \u00c0 C\u00d4T\u00c9 DU BIG DATA ?<\/span><\/h2>\n

    La somme de ces d\u00e9fis justifie le besoin de leaders ayant des comp\u00e9tences et des comportements nouveaux, adapt\u00e9s \u00e0 la r\u00e9volution 4.0 :<\/p>\n

      \n
    • Tant\u00f4t \u00e9claireur, le leader “4.0”\u00a0donne du sens et embarque les \u00e9quipes par un r\u00e9cit construit : il promeut l\u2019exploitation des donn\u00e9es, mais aide les \u00e9quipes \u00e0 se focaliser.<\/li>\n
    • Tant\u00f4t enqu\u00eateur, le leader “4.0”\u00a0structure son agenda pour aller au quotidien sur le terrain et garder un lien avec le r\u00e9el.<\/li>\n
    • Tant\u00f4t cultivateur, le leader “4.0”\u00a0se met au service de son \u00e9quipe pour d\u00e9velopper les comp\u00e9tences par du feed-back constructif.<\/li>\n
    • Tant\u00f4t r\u00e9conciliateur, le leader “4.0”\u00a0s\u2019assure que l\u2019individu reste connect\u00e9 au reste de l\u2019organisation en favorisant les interactions collaboratives entre fonctions.<\/li>\n<\/ul>\n

      Micha\u00ebl Valentin<\/strong>, Cofondateur et Directeur associ\u00e9 d\u2019OPEO Conseil.<\/p>\n","protected":false},"excerpt":{"rendered":"

      Selon Micha\u00ebl Valentin, cofondateur et directeur associ\u00e9 du cabinet de consulting OPEO Conseil, le big data va sonner le glas des leaders tels qu’on les connait depuis toujours. L’analyse des donn\u00e9es devenant pr\u00e9dictive, la qualit\u00e9 visionnaire du leader tend \u00e0 s’effacer aux profits d’un r\u00f4le de fluidificateur. Dans notre imaginaire collectif, le leader charismatique est […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[18,64],"tags":[],"class_list":["post-2904","post","type-post","status-publish","format-standard","hentry","category-tech-en","category-presse-en"],"acf":{"image":{"ID":2879,"id":2879,"title":"OPEO_2015-11-24-2","filename":"OPEO_2015-11-24-2.jpg","filesize":381298,"url":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","link":"https:\/\/opeo.consulting\/en\/actualites-publications\/tribune-hybride-robots-jumeaux-lhyper-industrie-est-elle-compatible-avec-notre-culture-francaise\/opeo_2015-11-24-2\/","alt":"","author":"1","description":"","caption":"","name":"opeo_2015-11-24-2","status":"inherit","uploaded_to":2878,"date":"2020-08-21 17:52:49","modified":"2020-08-21 17:52:49","menu_order":0,"mime_type":"image\/jpeg","type":"image","subtype":"jpeg","icon":"https:\/\/opeo.consulting\/wp-includes\/images\/media\/default.png","width":681,"height":1024,"sizes":{"thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2-150x150.jpg","thumbnail-width":150,"thumbnail-height":150,"medium":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2-200x300.jpg","medium-width":200,"medium-height":300,"medium_large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","medium_large-width":681,"medium_large-height":1024,"large":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","large-width":681,"large-height":1024,"1536x1536":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","1536x1536-width":681,"1536x1536-height":1024,"2048x2048":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","2048x2048-width":681,"2048x2048-height":1024,"background-desktop":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","background-desktop-width":681,"background-desktop-height":1024,"background-mobile":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","background-mobile-width":681,"background-mobile-height":1024,"news":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2.jpg","news-width":202,"news-height":304,"medium-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2-600x600.jpg","medium-thumbnail-width":600,"medium-thumbnail-height":600,"big-thumbnail":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2-681x800.jpg","big-thumbnail-width":681,"big-thumbnail-height":800,"card":"https:\/\/opeo.consulting\/wp-content\/uploads\/2020\/08\/OPEO_2015-11-24-2-600x360.jpg","card-width":600,"card-height":360}},"introduction":"

      L\u2019\u00e8re du post-leadership est-elle venue ? Quel leadership \u00e0 c\u00f4t\u00e9 du Big Data ? D\u00e9couvrez la derni\u00e8re tribune de Micha\u00ebl Valentin.<\/p>\n","alt_title":"Big-data et post-leadership","short_description":"23 septembre 2016","author":{"ID":2643,"post_author":"3","post_date":"2020-09-15 15:07:57","post_date_gmt":"2020-09-15 13:07:57","post_content":"","post_title":"Micha\u00ebl Valentin (short)","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"michael-valentin-short","to_ping":"","pinged":"","post_modified":"2020-11-20 11:26:53","post_modified_gmt":"2020-11-20 10:26:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/opeo-conseil.fr\/actualites\/member\/michael-valentin-short\/","menu_order":0,"post_type":"member","post_mime_type":"","comment_count":"0","filter":"raw"},"sector":["Life Science","Industrie lourde et de process","A\u00e9ronautique et d\u00e9fense","Automobile"],"expertise":["Strat\u00e9gie industrielle & restructuration","Performance et excellence op\u00e9rationnelle","Digital & Data"]},"yoast_head":"\nL\u2019\u00e8re du big data va-t-elle d\u00e9clencher celle du post-leadership ?<\/title>\n<meta name=\"description\" content=\"L\u2019\u00e8re du post-leadership est-elle venue ? 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