[et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px|0px|0px|0px” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row module_class=”enbref” _builder_version=”4.27.5″ custom_margin=”||5%||false|false” custom_padding=”0px|||||” locked=”off” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_text module_class=”enbref-content” _builder_version=”4.27.6″ custom_padding=”||12%||false|false” hover_enabled=”0″ inline_fonts=”Roboto” global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
In brief<\/strong><\/p>\n Adopting innovative managerial practices<\/strong> in isolation is not enough, and can even lead to frustration. To be successful, managerial innovation must be part of a global and coherent approach. <\/p>\n Discover the 4 key steps to building a management model<\/strong> adapted to your organization, from defining guidelines to transforming corporate culture.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.16″ custom_padding=”0px|||||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.6″ custom_padding=”||5%||false|false” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n Managerial innovation<\/strong> does not simply satisfy a desire for novelty, it represents a profound adaptation to the new challenges of a changing world. Every organization needs to take ownership of this key issue, if it is to remain competitive and attractive. <\/span><\/p>\n In recent years, ideas for innovative<\/strong> new management<\/strong> practices have emerged, and it has been tempting for many organizations to adopt some of them. Unfortunately, this can be a source of disappointment and frustration when these practices are isolated and do not form part of a coherent overall approach.<\/p>\n Today, organizations are looking to build a specific strategy to guide their managerial innovation process<\/strong> and integrate new management practices<\/strong> fully adapted to their current challenges. To help you understand the main trends underlying this approach, our article onmanagerial innovation and its models<\/a> lays down some useful foundations before going into detail about the stages involved. <\/p>\n With this in mind, here’s a look at the 4 main stages in a managerial innovation approach<\/strong>.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.23.1″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.23.1″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Today’s world is undergoing profound change. The consequences of these changes will place new demands on the way companies operate. For this first step, it is useful to look back at the general issues<\/strong> facing companies, and to establish a synthetic vision of them. <\/p>\n [\/et_pb_text][et_pb_image src=”https:\/\/www.sqorus.com\/wp-content\/uploads\/2023\/03\/Schema-innovation-manageriale.png” alt=”schema-managerial-innovation-process” title_text=”Managerial innovation diagram” _builder_version=”4.27.6″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” custom_padding=”||5%||false|false” sticky_enabled=”0″][\/et_pb_image][et_pb_text _builder_version=”4.23.1″ custom_padding=”||5%||false|false” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Faced with major changes in their environment, companies need to evolve the way they operate<\/strong> so that they can develop responsiveness, commitment<\/strong>,continuous innovation<\/strong>,collective intelligence<\/strong> and meaning.<\/p>\n While these general objectives are common to all companies, it is then important torefine our thinking and take into account the company’s specific strategic axes<\/strong> by asking the following questions:<\/p>\n Examples:<\/strong><\/p>\n Once the general challenges have been identified, and refined by taking into account the strategic axes, we then have the guidelines that will ensure coherence and relevance for an in-depth transformation of our internal operations.<\/p>\n Now it’s time for the transformation.<\/p>\n How to implement the transformation of collective operating modes<\/strong>. Where to start? <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.20.0″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.20.0″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n To transform a company’s internal system, the main levers are of 3 interdependent orders: culture, organization and management system.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”2_5,3_5″ _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”2_5″ _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_image src=”https:\/\/www.sqorus.com\/wp-content\/uploads\/2023\/03\/3-axes-people-transformation.png” alt=”3-axes-people-transformation” title_text=”3-axes-people-transformation” align=”center” _builder_version=”4.20.0″ _module_preset=”default” module_alignment=”center” custom_margin=”54px||||false|false” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_image][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.20.0″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n The management system<\/strong> is the first and most important axis of transformation<\/strong>. Management, the cornerstone of the pyramid system, is not only the symbol of transformation, but also the key to effective transformation. <\/p>\n For successful business transformation<\/strong>,managerial innovation<\/strong> is at the heart of the company’s transformation and adaptation to its environment. It plays a key role in establishing a high-performance<\/strong> culture, organization and management system<\/strong>. <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.4″ custom_padding=”||5%||false|false” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Managerial transformation<\/strong> must be adapted to each company’s DNA, culture and objectives. Indeed, each organization has its own specific managerial innovation model<\/a>, which needs to be carefully worked out. For this reason, and to give meaning and mobilize managers, many organizations opt to draw up a Managerial Charter<\/strong>. <\/p>\n A synthetic, visual and accessible reference tool, the managerial charter<\/strong> will be the frame of reference for all managers committed to transforming their posture.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ background_color=”#f7fbff” custom_margin=”||12%||false|false” custom_padding=”5%|5%|5%|5%|true|true” hover_enabled=”0″ border_radii=”on|23px|23px|23px|23px” global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n On this subject, we have written an article explaining why and how to create an effective management charter<\/a><\/strong>. Find out how you can help your company evolve and adapt to a constantly changing environment<\/strong>. <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.0″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ custom_padding=”||5%||false|false” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n Once the Charter has been finalized and communicated, the concrete transformation of<\/strong> managerial<\/strong> attitudes<\/strong> and practices<\/strong> can begin.<\/p>\n It has three main focuses:<\/p>\n <\/strong><\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ background_color=”#f7fbff” custom_margin=”||12%||false|false” custom_padding=”5%|5%|5%|5%|true|true” hover_enabled=”0″ border_radii=”on|23px|23px|23px|23px” inline_fonts=”Roboto” global_colors_info=”{}” theme_builder_area=”post_content” locked=”off” sticky_enabled=”0″]<\/p>\n This is often the stage whenchange management support<\/a> is most decisive: without a structured mechanism to anchor new practices, managers quickly fall back into their habits.<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.0″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_padding=”||5%||false|false”]<\/p>\n While the transformation of the management system<\/strong> can rapidly make new operating modes effective, it is important tosupport this transformation<\/strong> at a more general level, and in particular :<\/p>\n <\/p>\n In addition, beyond the obstacles to be overcome, developing a more collaborative managerial culture<\/strong> comes with certain conditions, and can benefit from the implementation of complementary actions at organizational level:<\/p>\n <\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n These indicators enable us to continuously adjust the system and demonstrate the value of the approach to management. They are part of a logic ofcontinuous improvement of the employee experience<\/a>, at the heart of any employee-centric strategy. <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.20.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.20.0″ global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.6″ custom_padding=”||5%||false|false” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n Developing innovation<\/strong> within the company is crucial to maintaining sustainable growth. Whilemanagerial innovation<\/strong> can be seen in new practices, it cannot be summed up in this aspect alone. Above all, it involves a new understanding of the function, and therefore a new posture to adopt. That’s whysupport for managers<\/strong> is often crucial.<\/p>\n It takes shape in a global strategy<\/strong> adapted to the new challenges of the economic and social environment, but also respecting the company’s DNA and strategy<\/strong>.<\/p>\n Adopting a managerial innovation approach<\/strong> also means keeping a close eye on societal developments, changes in people’s relationship with work, and the ways in which we think we can move forward, build and create value collectively.<\/p>\n These four stages do not constitute a fixed model: they form an iterative framework, to be revisited regularly as the organization evolves. Organizations that succeed in their managerial transformation are those that accept that the process will never end, and that commit to it with method, patience and a shared conviction at all levels of the hierarchy. External support can make all the difference in avoiding the classic mistakes that cause change projects to fail<\/a>. <\/p>\n Would you like to initiate or accelerate your managerial innovation process? Our SQORUS consultants can help you address the human aspects of your transformations: change management, new ways of working and managing. Contact us to discuss your needs! <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row custom_padding_last_edited=”on|desktop” module_class=”cta-bleu” _builder_version=”4.27.5″ _module_preset=”default” background_color=”#20299f” background_image=”https:\/\/www.sqorus.com\/wp-content\/uploads\/2025\/03\/Bandeau-LB-Innovation-RH-2025.png” background_size=”contain” background_position=”center_right” width=”100%” width_tablet=”90%” width_phone=”90%” width_last_edited=”on|phone” custom_margin=”||3%||false|true” custom_padding=”50px|400px|50px|55px|true|false” custom_padding_tablet=”50px|55px|50px|55px|true|true” custom_padding_phone=”40px|55px|40px|55px|true|true” background_last_edited=”on|phone” background_enable_image_tablet=”off” border_radii=”on|23px|23px|23px|23px” global_module=”25036″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.2″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text module_class=”Titre_40 Titre_blanc” _builder_version=”4.27.4″ _module_preset=”default” header_2_font_size=”30px” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text module_class=”FondBleu” _builder_version=”4.27.4″ _module_preset=”default” text_font=”||||||||” text_text_color=”#d6d8f4″ text_line_height=”30px” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Discover the latest HR innovations and trends and accelerate your digital transformation.<\/p>\n [\/et_pb_text][et_pb_button button_url=”https:\/\/www.sqorus.com\/en\/ebook-hr-innovations-trends\/” button_text=”Download” button_alignment=”left” button_alignment_tablet=”center” button_alignment_phone=”center” button_alignment_last_edited=”on|tablet” module_class=”Bouton Fond_blanc” _builder_version=”4.27.4″ _module_preset=”default” custom_button=”on” button_text_size=”15px” button_text_color=”#f36145″ button_bg_color=”#FFFFFF” button_border_width=”1px” button_border_color=”#f36145″ button_border_radius=”50px” button_font=”||||||||” button_use_icon=”off” custom_margin=”20px||||false|false” custom_padding=”13px|25px|13px|25px|false|false” custom_css_free_form=”selector:hover{|| background-color: #FFF6F5 !important;||}” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_button][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section – Blog – Cta Actu” module_class=”Fond_bleu Fond_icone” _builder_version=”4.25.2″ custom_margin=”5rem||5rem||true|true” custom_margin_tablet=”4rem|40px|4rem|40px|true|true” custom_margin_phone=”|20px||20px|false|true” custom_margin_last_edited=”on|phone” custom_padding=”3rem||3rem||true|false” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row make_equal=”on” admin_label=”Text block” module_class=”LargeurBox” _builder_version=”4.25.2″ _module_preset=”default” animation_style=”fade” locked=”off” collapsed=”off” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.25.0″ _module_preset=”default” custom_padding=”|9rem||9rem|false|true” custom_padding_tablet=”|0rem||0rem|false|true” custom_padding_phone=”|0rem||0rem|false|true” custom_padding_last_edited=”on|desktop” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text admin_label=”Sous-titre” module_class=”SousTitre” _builder_version=”4.25.0″ _module_preset=”default” text_font=”||||||||” text_orientation=”center” custom_margin=”||10px||false|false” text_orientation_tablet=”” text_orientation_phone=”center” text_orientation_last_edited=”on|tablet” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Contact<\/p>\n [\/et_pb_text][et_pb_text admin_label=”Titre – H2″ module_class=”Titre_40″ _builder_version=”4.26.1″ _module_preset=”default” text_orientation=”center” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][et_pb_text admin_label=”Texte” _builder_version=”4.26.1″ _module_preset=”default” text_text_color=”#d2d4ec” text_font_size=”21px” text_line_height=”35px” text_orientation=”center” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n Contact us today and find out how we can work together to make your company’s digital future a reality.<\/p>\n [\/et_pb_text][et_pb_button button_url=”https:\/\/www.sqorus.com\/en\/contact\/” button_text=”Contact SQORUS” button_alignment=”center” module_class=”Bouton fond_orange” _builder_version=”4.26.1″ _module_preset=”default” custom_margin=”30px||||false|false” global_colors_info=”{}” theme_builder_area=”post_content”][\/et_pb_button][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.27.5″ custom_margin=”10%||||false|false” custom_padding=”0px|0px|0px|0px” locked=”off” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row _builder_version=”4.16″ custom_padding=”0px|||||” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.6″ custom_padding=”||5%||false|false” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n [\/et_pb_text][dsm_faq dsm_make_accordion_toggle=”on” dsm_open_faq_item=”on” dsm_enable_schema_markup=”on” _builder_version=”4.27.6″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″][dsm_faq_child dsm_title=”Where do you start with a managerial innovation approach?” dsm_content=”<\/p>\n The first step is always diagnosis: identifying the organization's strategic priorities, assessing current managerial practices and pinpointing areas of friction. This analysis enables us to define coherent guidelines before embarking on any transformation. Without this initial framing, the innovative practices adopted run the risk of remaining isolated and generating frustration rather than commitment. <\/p>\n <\/p>\n ” _builder_version=”4.27.6″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” parentOrderClass=”dsm_faq_0″ sticky_enabled=”0″][\/dsm_faq_child][dsm_faq_child dsm_title=”What is a management charter and why create one?” dsm_content=”<\/p>\n The managerial charter is a synthetic reference framework that formalizes the postures, behaviors and practices expected of managers within the organization. It gives meaning to the transformation, creates a common language and is the starting point for manager training and development programs. It is all the more effective when it is co-constructed with the managers themselves. <\/p>\n <\/p>\n ” _builder_version=”4.27.6″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” parentOrderClass=”dsm_faq_0″ sticky_enabled=”0″][\/dsm_faq_child][dsm_faq_child dsm_title=”How do you measure the success of a managerial innovation approach?” dsm_content=”<\/p>\n Key indicators include the level of commitment of managers and employees (internal barometers), the rate of adoption of new practices, changes in turnover and absenteeism, and the quality of feedback within teams. Regular pulse surveys enable us to monitor developments in real time and adjust the system on an ongoing basis. <\/p>\n <\/p>\n ” _builder_version=”4.27.6″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” parentOrderClass=”dsm_faq_0″ sticky_enabled=”0″][\/dsm_faq_child][\/dsm_faq][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”4.18.0″ _module_preset=”default” global_module=”12729″ saved_tabs=”all” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_row _builder_version=”4.27.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.27.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.27.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":" More and more companies are looking to embrace managerial innovation. But how can this be achieved? <\/p>\n","protected":false},"author":27,"featured_media":18203,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","content-type":"","_ayudawp_aiss_exclude":false,"footnotes":""},"categories":[395,407],"tags":[],"metiers":[226],"sujet":[217],"class_list":["post-14900","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-hr-innovation","category-hr-strategy-transformation","metiers-hr","sujet-advisory-en"],"acf":[],"yoast_head":"\nStage 1 of managerial innovation: building guidelines<\/h2>\n
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Stage 2 of managerial innovation: developing a company-specific managerial model<\/h2>\n
Stage 3 of managerial innovation: transforming managerial attitudes and practices<\/h2>\n
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Stage 4 of managerial innovation: changing the organization and culture<\/h2>\n
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Key indicators for steering your managerial innovation approach<\/h2>\n
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Conclusion: a concrete approach to managerial innovation<\/h2>\n
34 HR innovations and trends for 2025<\/h2>\n
A project? A request?A question?<\/h2>\n
FAQ – Managerial innovation approach<\/h2>\n
See also our feature on “HR strategy management tools”. <\/h3>\n
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