Conférence ESLSCA de Thierry Willième

1. GE Capital France
Thierry Willième

2. L’innovation au coeur de la stratégie GE
1879
Lampe
incandescente
à filament de
carbone
1905
Premier grille
pain
1940
Premier réseau
de télévision
1930
Première
machine à
laver
électrique
1933
Premier crédit
pour l’achat
d’appareils
électroménagers
1943
Premier
système de
pilotage
automatique
d’un avion
1945
Première
utilisation
civile d’un
radar
1955
Premier diamant
artificiel
1960
Discovery
XIII, premier
objet mis en
orbite et
récupéré
1969
Neil Armstrong
fait ses premiers
pas sur la lune
chaussé de
bottes de
silicone GE
1999
Boeing confie à
GE le
développement
du réacteur le
plus puissant du
monde
2002
Premier
système
d’échographie
en 4
dimensions
2004
Lancement
de la
turbine à
gaz à cycle
simple
LMS100 au
rendement
inégalé
2005
Le scanner
volumique
Lighspeed VCT
permet d’examiner
le coeur d’un
nourrisson en
moins de 2
secondes

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Le Management de l’Innovation
passe par
l’Innovation dans le Management

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5. Growth Values
External focus
Clear thinker
Imagination & courage
Inclusiveness
Expertise
• Connects effectively with a broad
group of stakeholders
• In tune with outside customers and
environment, sees around corners
• Educated on global issues, curious
about the world
• Embraces ambiguity and uncertainty,
is adaptive
• Connects strategy to purpose and
communicates in a way that inspires
• Decisive, uses knowledge,
experience, network, instinct
• Generates innovative ideas and makes
it happen
• Encourages risk taking and learns from
success/failure
• Challenges bureaucracy and non value-
add work, drives speed and simplicity
• Welcomes opposing thoughts
and ideas, listens and is humble
• Works collaboratively, respects
individuals and cultures
• Drives engagement and
commitment
• Domain depth, credibility built from
experience and results
• Continuously develops self and
passionate about developing others
• Leverages technology to win
Always with unyielding integrity.

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& to come : Artificial Intelligence

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“ Il faut changer de perspective,
se mettre au niveau des collaborateurs
et montrer l’exemple”
Roberto Setubal, CEO Itau Unibanco

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12. 1. Customers Determine Our Success
Nos clients sont la clé de notre succès
2. Stay Lean to Go Fast
Rester simple et agile pour être efficace
3. Learn andAdapt to Win
Apprendre et s’adapter pour réussir
4. Empower and Inspire Each Other
Encourager les initiativeset apprendre les uns des autres
5. Deliver Results in an Uncertain World
Atteindre nos objectifs dans un monde qui évolue
GE Beliefs*
* Convictions

13. It is about the
success of your
business or function
Why Employee engagement is Key.
Companies with high employee engagement had a
19.2 percent increase in operating income while
companies with low employee engagement saw a
32.7 percent decrease over the same period.
Towers Watson says:
WHY?
Effective internal
communications have been
proven to drive business results

14. What is employee engagement?
How employees…
FEEL
THINK
BEHAVE
REPRESENT
“Engagement is the extent to which employees put
discretionary effort into their work, in the form of
extra… brainpower & energy”
- Tower Perrin Talent Report (2003)

15. Employee engagement
Productivity…
“engaged employees can yield up to 57% more discretionary effort”
– Corporate Leadership Council (2004)
CONNECTKNOW
CONNECT
COACH
EMPOWER
APPRECIATE
Know what matters most to employees
Know their needs and aspirations
Connect employees to the business
Connect with your employees through discussions
Provide effective feedback and
manage difficult conversations
Challenge and excite your
employees to their highest levels
Say “thank
you”…recognize…celebrate.
Have fun!
There is no secret formula…
but here is a good framework to think about

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Ce ne sont pas les études ni les
récompenses accordées à
l’amélioration de la lampe à gaz qui
ont conduit à l’invention de
l’électricité

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Il y a une “déconnexion” entre ce que
la science prouve et ce que le monde
des affaires fait

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Nous avons trouvé que des primes
de
motivation peuvent avoir des
résultats
négatifs sur la performance globale
Dr Bernd Irlenbusch, London School of Economics

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GE Title or job number
6/30/2015

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Sur 8 des 9 tâches que nous avons
examiné lors de nos expériences, les
récompenses les plus élevées
conduisaient au moins bonnes
performances

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Tant que la tâche réclame des
compétences standard (tâche de
type répétitive) les bonus
fonctionnent comme c’est attendu
“ the higher the pay, the better the
performance”

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Mais dès que la tâche fait appel à
des compétences cognitives même
rudimentaires, une plus grande
récompense conduit à une moindre
performance

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EMOTIONAL CONTAGION
AT WORK

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The individual is suggested to be aware of his/her emotional experience and
enabled to self-report contagion both received and sent during social
encounters. A complete mapping of emotional contagion includes emotions
that move in both directions.
captures emotions
from others (i.e.,
as a receiver)
infects others
with his/her own
emotions (i.e., as
a sender)
Sender
Receiver
Each individual simultaneously:
CONTAGION ABSORBED AND
TRANSMITTED

28. Referes to the
individual’s tendency to
absorb from others
/transmit to others
negative emotions
SADNESS
Referes to the
individual’s tendency
to absorb from others
/transmit to others
positive emotions
JOY
4 BASIC EMOTIONS
EXCHANGED AT WORK

29. Referes to the
individual’s tendency
to absorb from others
/transmit to others
frustration related
emotions
ANGER
4 BASIC EMOTIONS
EXCHANGED AT WORK
Referes to the
individual’s tendency
to absorb from others
/transmit to others
anxiety related
emotions
FEAR

30. CONTAGION RECEIVED
CONTAGION SENT
Sources
Targets
RESULTS – NON-MANAGERS
Association of Non-Managers’ Emotional Contagion to their Leaders, Colleagues, Clients
AGGREGATED
AGGREGATED
CONTAGION RECEIVED
46,14
51,19
40,04
58,02
95,12 100
89,29
93,00
45,43 45,83
28,79
42,28
0
20
40
60
80
100
Joy Sadness Fear Anger
Leaders Colleagues Clients
39,43 35,19 36,44
97,15
87,74 89,56
38,82
28,07 26,44
0
20
40
60
80
100
Joy Sadness&Fear Anger
Leaders Colleagues Clients
94,35
48,80
40,58
0
20
40
60
80
100
CONTAGION AGGREAGATED
Colleagues Leaders Clients
91,50
37,00
31,10
0
20
40
60
80
100
CONTAGION AGGREAGATED
Colleagues Leaders Clients
SERVICES

31. 92,35
77,14
53,09
39,27
0
20
40
60
80
100
CONTAGION AGGREGATED
Colleagues Followers Leaders Clients
CONTAGION RECEIVED
CONTAGION SENT
Sources
Targets
AGGREGATED
AGGREGATED
RESULTS – MANAGERS
Association of Managers’ Emotional Contagion to their Leaders, Colleagues, Followers, Clients
72,08
80,95
68,42
89,04
93,75 97,62
90,79 92,11
85,42
90,48
80,26 76,32
62,08
73,81
47,37 51,25
0
20
40
60
80
100
Joy Sadness Fear Anger
Leaders Colleagues Followers Clients
57,14 56,75
45,37
95,24
84,60
97,22
86,51
67,14
77,78
57,14
25,48
35,19
0
20
40
60
80
100
Joy Sadness&Fear Anger
Leaders Colleagues Followers Clients
93,56
83,12
77,62
58,62
0
20
40
60
80
100
CONTAGION AGGREGATED
Colleagues Followers Leaders Clients
SERVICES

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ANNEXES

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Pour résumer les 5 GE Beliefs:
1 - Nos clients sont la clé de notre succès
•Faire passer le client avant tout
•Construire une relation s’inscrivant dans la
durée
•Développer la compréhension du client
•Faire des priorités du client les nôtres
•Faciliter la vie du client
2 - Rester simple pour être efficace
– Rendre simple des problématiques complexes
– Se concentrer sur l’essentiel
– Favoriser des petites équipes dédiées
– Etre flexible et réactif

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Pour résumer :
3 - Apprendre et s’adapter pour réussir
• Ne pas craindre de faire des erreurs pour avancer
• Apprendre de nos erreurs et échecs… S’adapter
4 - Encourager les initiatives et apprendre les uns des
autres
• Faire confiance aux collaborateurs pour faciliter la prise de
décision
• Résoudre les problèmes au plus près des attentes du client
• Laisser aux collaborateurs de la liberté et de l’autonomie
• Permettre aux collaborateurs de produire le meilleur d’eux-
mêmes
5 - Atteindre nos objectifs dans un monde qui évolue
• Etre entreprenant
• Etre flexible et endurant
• Etre innovant

36. Leadership
1. Leading means being visible - you can not lead from hiding
 Active external presence
 Stand on deck more than ever
 Keep confidence
 Staying connected with your team, managers , other leaders
2. Create opportunity which is the opposite of uncertainty
 Focus on future
 Set strategic goals
 Stay focused on performance
3. Utilise your Experience
 Good overall judgement
 Minimise risk
 Deal quickly and decisively
4. Re-energizing work
 Aim to make a positive difference
 Recognise top team players
 Develop people - talk about their talents and skills, not just what they do
 Celebrate small wins

37. Honest Communication
1. Sincere and smart
• Communicate good things frequently
• Communicate bad things quickly, shortly, tactfully
• In case of cutbacks communicate the whole story as soon as possible
• Always tell the WHYs
2. Think in scenarios
• Establish scenarios and track progress
• Identify and communicate key indicators/drivers
• Tell people realistic forecasts & be candid about what is not working
3. Communicate the performance and strategy as
frequently as possible
• Regular meetings /newsletters /video messages
• Macroeconomic presentations
• Tell employees what is changing & what is staying the same
4. Provide occasions to discuss questions and concerns
• Town halls, roundtables, skip-level meetings
• Team meetings, 1:1 meetings, coaching sessions
Make the unpredictable future predictable for your team

38. Humble leader
1. Lead by example
• Walk the talk
• Do your own share
• Ask for feedback
• Admit when you have made a mistake & explain how you put it right
• Be yourself
2. Know your people
• Spend more time listening to feedback – at all levels of the organisation
• Open door policy is key
3. Value people
• Recognize your team’s efforts
• Advocate when your team has a better idea

39. Leverage the benefits from operating
in difficult times
1. New experience
2. Crisis management in practice
3. Challenging the status quo
4. Innovate by getting out of comfort zone
5. Developing new skills – let rise up …