[et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px|0px|0px|0px” locked=”off” 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 Manager-coach, holacracy, liberated enterprise, collective intelligence: managerial models are multiplying. But how do you choose the one that really fits your culture, your strategy and your challenges? <\/p>\n Discover the 5 trends in managerial innovation<\/strong>, concrete examples and a structured approach to building your own model.<\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.27.6″ custom_margin=”|auto|-6px|auto||” custom_padding=”0px|||||” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″][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 Choosing the management model that best suits your organization can be a complex challenge… In this article, we share tips to help you find the<\/span> <\/span>ideal management model<\/strong> that aligns with your company’s needs and culture. <\/span> <\/p>\n L’anagerial innovation<\/a><\/strong> <\/span>is a key element in enabling companies to remain competitive and attractive in a rapidly changing world. By gradually introducing new individual and collective operating modes, it enables organizations to meet today’s challenges.<\/p>\n These challenges vary from company to company, depending on their size and sector of activity, but generally speaking, they correspond to five major trends…<\/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 According to NUMA’s Key Competencies 2026 Study (primary source), managers are facing an unprecedented intensification of the context: sustainable economic pressure, generative AI, cross-functional organizations, hybridization of work. The traditional “command & control” model no longer enables organizations to adapt quickly. <\/p>\n Companies that fail to rethink their management model<\/strong> run the risk of seeing their employee commitment and attractiveness deteriorate.<\/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″ hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″ custom_padding=”||5%||false|false”]<\/p>\n The aim is to foster the conditions conducive to the emergence of continuous innovation throughout the company, for example by introducing a “test & learn” culture.<\/p>\n In 2026, the manager is no longer simply a collector of ideas: he or she becomes an ecosystem orchestrator, able to make several initiatives cohabit in parallel and connect human expertise withAI<\/a> capabilities.<\/p>\n As employee involvement is paramount, we work on Meaning, the feeling of belonging, adherence to strong values, promoting well-being…<\/p>\n These challenges are directly linked to the major issues facing HR departments<\/a> today, as they seek to reconcile attractiveness and retention in a tense talent market.<\/p>\n Employee autonomy and empowerment are key elements. To achieve this, we seek to foster trust, dialogue and involvement on the part of everyone. We’re also looking to strengthen informal, ongoing skills development andsupport for change<\/a> in the face of new practices (data, AI…).<\/p>\n Managing complexity is a major challenge. Promoting collaborative work and exchanges makes it easier to grasp, and therefore faster to progress.<\/p>\n In a world of perpetual change, the company adapts its processes to be able to react, evolve and continue to act even when the context remains uncertain.<\/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 Some of the most common new managerial practices<\/strong> include :<\/p>\n Some companies are going one step further and adopting operating modes that differ more radically from traditional models… These transformations require us toavoid the classic mistakes that cause change projects to fail<\/a>, to ensure their lasting adoption. <\/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 In an ever-changing professional world, employee commitment has become a major issue for companies. Find out in our dedicated article, 3 innovations to implement in your company<\/a><\/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=”4.27.0″ global_colors_info=”{}” theme_builder_area=”post_content” custom_padding=”||5%||false|false”]<\/p>\n Through the testimony of<\/span>Anna KEROULL\u00c9<\/a><\/strong>Brand and Content at Alan, find out how this organization has thought out its approach to stimulating employee commitment.<\/span><\/p>\n “ <\/span>Alan proposes an uncommon model, rooted in a commitment to trust and empowerment. At Alan, we don’t have managers as such, which means that everyone is in charge of their own objectives, their own implementation, and their own results. When we arrive, we’re assigned a coach whose main task is our professional development and integration into the company, not necessarily someone from the same profession.<\/em><\/p>\n Empowerment is at the heart of the way we operate: the person facing a situation is judged to be in the best position to make the right decision. He or she can draw on his or her business community, and solicit the opinions of project stakeholders. The decision-making process is thus simplified: the person dealing with a subject opens up his or her questions for debate, but needs neither a vote nor consensus to reach a decision.<\/em> What surprised me the most when I arrived at Alan’s was the culture of the written word. All decisions are explained, and all exchanges are formalized in writing. We have a saying: “If it isn’t written down, it didn’t exist”. This may seem very demanding, but it serves a dual purpose:<\/em><\/p>\n We’re well aware that this particular way of working isn’t for everyone.<\/em> Working at Alan also requires the ability to break away from traditional models of success, as we can’t be valued for the size of the team or the budget we’re given!<\/em><\/p>\n This way of working, though unusual, seems to me to offer an interesting and topical reflection on the relationship with work, and on what happiness at work means for everyone. Far from a single model of success, Alan suggests that everyone should find the model that suits them, and have a personal experience of how to be happy at work.<\/em><\/p>\n Although this model has been in place since Alan was founded, it is by no means dogmatic, and we are well aware that it may evolve over time. Very well suited to our current operations, it will evolve if, in the future, our needs and challenges lead us to believe that another model is more appropriate.<\/em> <\/span>“<\/p>\n Anna Keroull\u00e9, Brand and content – Alan<\/strong><\/p>\n [\/et_pb_text][et_pb_text _builder_version=”4.27.5″ background_color=”#f7fbff” custom_margin=”||12%||false|false” custom_padding=”5%|5%|5%|5%|true|true” border_radii=”on|23px|23px|23px|23px” inline_fonts=”Roboto” global_colors_info=”{}” theme_builder_area=”post_content” locked=”off”]<\/p>\n To anticipate tomorrow’s recruitment challenges, it’s essential to develop sound adaptation strategies. In our dedicated article, you will find the [\/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=”4.27.0″ global_colors_info=”{}” theme_builder_area=”post_content” custom_padding=”||5%||false|false”]<\/p>\n For each organization, the real challenge is to find its own model. Some will prefer to opt for a radical departure from past practices, while others will evolve more gradually. The important thing is to adopt a global and coherent approach to theadoption of new management models<\/strong>. <\/p>\n To do this, the organization must define its own <\/span>managerial model<\/strong> <\/span>directly linked to its development strategy. This implies thinking about the postures and practices (individual and collective) needed within the company to support this strategy, and designing a <\/span>managerial model.<\/strong> <\/span>that will encourage their emergence.<\/p>\n This model will be communicated all the more easily if it is concretely embodied, for example by the <\/span>introduction of a management charter<\/a><\/strong>. It can then be broken down into skills, and managers can be supported in developing them, whether through training or more specific coaching.<\/p>\n Tracking measures, such as barometers, can be set up to monitor and evaluate the transformation.<\/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 Key steps to building your management model :<\/strong><\/p>\n5 trends in managerial innovation<\/h2>\n
Fostering creativity and innovation<\/h3>\n
Developing commitment and a sense of belonging<\/h3>\n
Encouraging autonomy and empowerment<\/h3>\n
Stimulate collaboration and collective intelligence<\/h3>\n
Facilitating agility and uncertainty management<\/h3>\n
New managerial practices<\/h2>\n
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Alan, the company that found its management model<\/h2>\n
Of course, everyone is encouraged to keep abreast of what’s going on, and to have their say on a wide range of subjects. This enables the decision-maker to benefit from as much feedback and experience as possible, and to enrich his or her point of view by considering the issues at stake.<\/em><\/p>\n\n
We recruit highly autonomous people who must also be able to put everything in writing, and therefore be able to explain and articulate their thoughts, but also to operate in an asynchronous mode.<\/em><\/p>\n
\n keys to adapting as a recruiter and staying<\/a>
\n<\/strong> and remain effective in a constantly changing environment.<\/p>\n<\/ul>\n
Towards a managerial innovation approach<\/h2>\n