Speakers
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INNOVATING IN ORGANIZATION & HUMAN POTENTIAL MANAGEMENT TO OVERCOME THE CRISIS
Since 2020, the world, especially Western countries like France, has faced constant crises—from wars and pandemics to natural disasters—challenging their global dominance. These crises have caused significant shifts in business, affecting the workforce, raw material costs, and purchasing power. In response, companies must adapt rapidly. Whether in times of crisis or stability, a company’s primary goals are survival, growth, and innovation. One critical area for innovation is in organizational and management practices, which can be essential for long-term success. This presentation will explore how maximizing human potential can drive agility and innovation, using the SEAM approach as a key example. We’ll demonstrate how this method contributed to the success of SLB Médical and the launch of Manufacture PAYSAC. Ultimately, the solutions to navigating change often lie within the company itself, highlighting the importance of internal agility and maintaining cash reserves.
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Laurent Paysac
President and Founder of SLB Médical Paysac Manufacture.
PRACTIONER KEYNOTE Speaker
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Bertrand Paysac
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DOES AI DELIVER ON ITS PROMISE OF SUSTAINABLE HUMAN PRODUCTIVITY?
The digital revolution promised increased productivity and job satisfaction through computerization and artificial intelligence (AI). However, our research highlights that IT has not significantly boosted overall productivity, echoing Robert Solow's 1987 paradox: "We see computers everywhere, except in productivity statistics." Instead, digitalization often leads to standardization, resulting in "bullshit jobs" with little added value. Many organizations, particularly those using outdated Taylorist methods, implement computerization in ways that separate tasks, depersonalize work, and reinforce hierarchical management structures. This creates a fragmented work environment where meaning and value are lost. The promise of digital productivity remains unmet, revealing the double-edged nature of technological modernity. To resolve this paradox, a departure from outdated management approaches is needed. Sustainable productivity gains from technology can only be realized through organizational innovation, aligning digital tools with employee collaboration and engagement—just as Solow predicted.
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Laurent Cappelletti
Chair Professor, CNAM University of Paris, LIRSA-ISEOR
SCHOLAR KEYNOTE Speaker
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TITLE
Global companies are under growing pressure from investors and other stakeholders to embrace Environmental, Social, and Governance (ESG) practices. Major institutional investors now expect companies to commit to ESG, and the World Economic Forum (WEF) has created 22 standardized metrics for tracking progress. ESG has become essential for long-term success, with data showing that companies adopting these criteria are performing better and providing safer environments for all stakeholders.
The three pillars of ESG are:
- Environmental: The company’s impact on the planet.
- Social: The organization’s effect on people, including staff and communities.
- Governance: The transparency and management practices of the company.The "S" pillar, focused on social impact, offers a significant opportunity for Organizational Development (OD) to help shape and implement ESG strategies. CEOs and directors must integrate ESG into their overall business strategies to meet evolving expectations and enhance performance.
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Jonathan Pugh, SPHR, IPMA-SCP, SHRM-SCP, RODC
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Izda Ramos, MDO
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Dr. Karmela Palma, LLM., MBA, DBA, PMP,
Strategy and OD expert at the Qatar Financial Centre Regulatory Authority