When organizations are built not on implicit mechanisms of fear but on structures and practices that breed trust and responsibility, extraordinary and unexpected things start to happen.

Frédéric Laloux

The organisations of tomorrow will increasingly be defined by two underlying trends.

The first trend is to make the organisation capable of learning ever more effectively – learning organisations. Indeed, the acceleration of innovation cycles requires, more than ever, that organisations update their knowledge and skills in near real time to remain competitive and attractive. Already in 1993, the HBR designated learning organisations as those capable of creating, acquiring and transferring knowledge and modifying behaviour to reflect new knowledge and trends. Like the so-called DDOs (Deliberately Developmental Organizations, Kegan & Lahey), learning organisations are governed by guiding principles that place the constant development of employees at the heart of the project. The development of the employees and the growth of the organisation are not seen as antagonistic but rather as synergistic. The learning organisation thus promotes the development of the employer brand by valuing its employees, limiting their flight and even bringing out unsuspected and unsuspected talents.

The second basic trend is the need to integrate CSR requirements into strategy, vision, operating methods and communication, to name but a few. In the future, only those organisations that are able to offer a high level of responsibility/accountability will be able to develop in a sustainable manner. 


Learning organization

  • Developing an organisation with a systemic vision
  • Problem solving in collective mode
  • Setting up a learning platform
  • DDO

Responsible organization

  • Raison d'être / Impact company
  • CSR Communication

Coaching organization

  • Establishing an organisational culture of management coaching
  • Architecture of collective decision making
  • Conflict management, internal crises