I think that competition is necessary between companies, and the question I am asking to myself is: shouldn’t competition exist at the heart of companies, to be able to mobilize people? This also reminds me a bit the previous question, and we must also be careful here. Because on one side we find the collaborative model, but on the other side we find the necessary productivity and profitability, and there, it doesn’t create the collaborative model. It creates stress-based management. As you know it, in companies, there are more and more mental diseases, nervous breakdowns, all these things which are very expensive for the country as well as for the company. As you see, extreme models come together.
On one side we promote this kind of generalized communication, of participation, of interactivity, and so on, and in fact, in many companies, we find a stress-based model – not in every company – but which really exists. Both models, according to me, are… Even if formally there are intranets, web 2.0, blogs, whatever you want, enterprise social networks, this is contradictory. This is what leads some analysts on saying: “wait a minute, the collaborative model in itself is a gadget”. Because in fact, there is competition, there is stress. Stress-based management wins.
I think that not every company is similar, it depends how it is done, but that mustn’t be forgotten. Pushed to its limits, this management model leads to an organizational model that isn’t sustainable. It isn’t sustainable, so why? Because today, in our society of individualism and hyper-consumerism, the quest for happiness, for well-being has become something fundamental. And I don’t think that a company can sustainably and efficiently go against men and women primary aspirations.
Interview conducted by Frédéric Gilbert.