Evolutionary raison d’être: How to articulate evolutionary reasons for being at both the collective and individual levels?
However, my experiences this year have taught me that one of the keys to success in establishing collaborative governance is to create the practical conditions (promoting freedom/autonomy, inclusion and personal development, as detailed below) for everyone to find individual meaning in their work, before seeking to agree on a reason to be ambitious, to change the world and to “inspire” all collaborators, but not credible in practice and often in conflict with certain practices still in use in everyday life. The first step is to ensure that the organization’s raison d’être, strategy and goals do not contain any fundamental elements that discourage a large number of employees. Only then can be gradually established an open and regular dialogue between all employees on possible changes in the collective raison d’être.
Laurent Ledoux has a varied experience both in the private and the public sector and specialized in restructuring and modernizing business units and administrations. He is founder, partner and Chairman of the Board of Phusis.