mgt int (4) culture et storytelling

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Jacque Jacque s Folon s Folon Partner Just In Time Management Partner Just In Time Management Professeur à l’ICHEC, ISFSC, IHECS Professeur à l’ICHEC, ISFSC, IHECS Professeur invité à l’Université de Metz Professeur invité à l’Université de Metz De la culture d’entreprise au storytelling Management

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Page 1: Mgt int  (4) Culture Et Storytelling

JacqueJacques Folons Folon

Partner Just In Time ManagementPartner Just In Time ManagementProfesseur à l’ICHEC, ISFSC, IHECSProfesseur à l’ICHEC, ISFSC, IHECS

Professeur invité à l’Université de MetzProfesseur invité à l’Université de Metz

De la culture d’entreprise au storytelling Management

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PlanPlan

1.1.Culture d’entrepriseCulture d’entreprise

2.2.Storytelling et ses Storytelling et ses utilisationsutilisations

3.3.Conclusion: comment Conclusion: comment l’utiliser?l’utiliser?

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C’est quoi la culture d’entreprise?C’est quoi la culture d’entreprise?

L’histoire des six singes

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DEFINITIONDEFINITION

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Ca se voit ?Ca se voit ?

On peut identifier la partie visible à On peut identifier la partie visible à première vuepremière vue……

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Comment cela se passe-t-il dans votre Comment cela se passe-t-il dans votre organisation?organisation?

• Un nouvel employé qui arrive?Un nouvel employé qui arrive?

• Cinq personnes autour de la machine à Cinq personnes autour de la machine à café?café?

• Un chef qui hurle sur un employé?Un chef qui hurle sur un employé?

• Une personne qui est licenciée?Une personne qui est licenciée?

• Un jeune qui veut tout changer?Un jeune qui veut tout changer?

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Comment définiriez-vous la Comment définiriez-vous la culture de votre organisation culture de votre organisation

en une ou deux phrases?en une ou deux phrases?

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Culture ou cultures?Culture ou cultures?

Profession

entreprise

Religion

Sexe

nationalité

Page 9: Mgt int  (4) Culture Et Storytelling
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C’est quoi la culture?C’est quoi la culture?

• Aspects principaux de la culture:Aspects principaux de la culture:– La culture est partagéeLa culture est partagée– La culture est intangibleLa culture est intangible– La culture est confirmée par les La culture est confirmée par les

autresautres

1010Source http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-management

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Niveau et fonction de la Culture:Niveau et fonction de la Culture:

• la Culture existe à deux la Culture existe à deux niveaux:niveaux:

•Le côté visible et observable Le côté visible et observable immédiatement (habillement, immédiatement (habillement, symboles, histoires, etc.)symboles, histoires, etc.)•Le côté invisible qui véhicule Le côté invisible qui véhicule les valeurs, les croyances,etc.les valeurs, les croyances,etc.

•Fonctions de la cultureFonctions de la culture•Intégration Intégration •Guide de fonctionnementGuide de fonctionnement•Guide de communicationGuide de communication

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Eléments de la cultureEléments de la culture

Rites et ceremoniesRites et ceremonies

HistoiresHistoires

SymbolesSymboles

LanguageLanguage

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Corporate CultureCorporate Culture

- Histoires : Histoires : - qui sont basées sur des événements qui sont basées sur des événements réels qui sont racontées et partagées réels qui sont racontées et partagées par les employés et racontées aux par les employés et racontées aux nouveaux pour les informer au sujet de nouveaux pour les informer au sujet de l’organisationl’organisation- qui rendent vivantes les valeurs de qui rendent vivantes les valeurs de l’organisationl’organisation- qui parlent des “héros”, des légendesqui parlent des “héros”, des légendes

-Le post it de 3MLe post it de 3M-Le CEO d’IBM sans badgeLe CEO d’IBM sans badge-Le CEO de quickLe CEO de quick

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En quoi ça vous concerne?En quoi ça vous concerne?

• HorairesHoraires

• Relations avec les autresRelations avec les autres

• Dress codeDress code

• Office spaceOffice space

• Training Training

• ……

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Quelles consequences?Quelles consequences?

• Cela permet de comprendre ce qui se Cela permet de comprendre ce qui se passepasse

• De prendre la « bonne décision »De prendre la « bonne décision »• Parfois un frein au changementParfois un frein au changement• Perception de vivre avec d’autres qui Perception de vivre avec d’autres qui

partagent les mêmes valeurspartagent les mêmes valeurs• Point essentiel pour le recrutement et la Point essentiel pour le recrutement et la

formationformation

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1616

ETUDIANTS ENSEIGNANTS-CHERCHEURS

EMPLOYEURSOUTILS DE COMMUNICATIO

N

CULTURE UNIVERSITAIRE

CULTURE D ’ENTREPRISE

De la recherche d’emploi à l’emploi

Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt

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1717

CULTURE UNIVERSITAIRE

CULTURE D ’ENTREPRISE

VOTRE HISTOIRE DE VIE CVIDENTITE ET PROJET PERSONNEL

PROJET PROFESSIONNELPROCESSUS D ’INSERTION PROFESSIONNELLE

FILIERE D ’ETUDE

MASTER 1MASTER 2

IDENTITE ET PROJET DE L ’EMPLOYEUR

PROJET DE RECRUTEMENTACTIVITE

METIER

PRODUIT, SYSTEMEPROFIL DE

POSTE

OFFRE DE

COMPETENCES

OFFRED ’EMPLOI

PROCESSUS DE RECRUTEMENT

Cursus de formation

disciplines, connaissances

stages, projets

diplômes

Compétences

expérience, évolution

fonctions

contexte

besoins, attentes

Communiquer ==>langage commun

Motivation

Plaquettes sites web projets d’entreprise

GRH

Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea.ppt

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culture et entretien d’embaucheculture et entretien d’embauche

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US vs French corporate cultureUS vs French corporate culture

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Though growing rapidly, Google still maintains a small company feel. At the Googleplex headquarters almost everyone eats in the Google café (known as

"Charlie's Place"), sitting at whatever table has an opening and enjoying conversations with Googlers from all different departments. Topics range from

the trivial to the technical, and whether the discussion is about computer games or encryption or ad serving software, it's not surprising to hear

someone say, "That's a product I helped develop before I came to Google."Google's emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and everyone wears several hats. The international webmaster who

creates Google's holiday logos spent a week translating the entire site into Korean. The chief operations engineer is also a licensed neurosurgeon.

Because everyone realizes they are an equally important part of Google's success, no one hesitates to skate over a corporate officer during roller

hockey.Google's hiring policy is aggressively non-discriminatory and favors ability over experience. The result is a staff that reflects the global audience the

search engine serves. Google has offices around the globe and Google engineering centers are recruiting local talent in locations from Zurich to

Bangalore. Dozens of languages are spoken by Google staffers, from Turkish to Telugu. When not at work, Googlers pursue interests from cross-country

cycling to wine tasting, from flying to frisbee. As Google expands its development team, it continues to look for those who share an obsessive

commitment to creating search perfection and having a great time doing it.

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• Microsoft has an innovative corporate culture and a strong Microsoft has an innovative corporate culture and a strong product development focus that is designed to keep us on the product development focus that is designed to keep us on the leading edge of the industry. We believe that our employees are leading edge of the industry. We believe that our employees are the company's most important asset. They are the source of our the company's most important asset. They are the source of our creative ingenuity and success so we empower each staff member creative ingenuity and success so we empower each staff member to take initiative in solving problems, coming up with new ideas to take initiative in solving problems, coming up with new ideas and improving the organisation.and improving the organisation.

• Microsoft values diversity and respects each person's Microsoft values diversity and respects each person's individualityindividuality

• When you sell software to 180 million people, in 70 countries, When you sell software to 180 million people, in 70 countries, speaking 150 languages, you can't afford to have a singular point speaking 150 languages, you can't afford to have a singular point of view. Microsoft employs people from many nationalities and of view. Microsoft employs people from many nationalities and backgrounds.backgrounds.

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Le storytellingLe storytelling

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« … le récit est présent dans tous les temps, dans tous les lieux, dans toutes les sociétés; le récit commence avec l’histoire même de l’humanité; il n’y a jamais eu nulle part aucun peuple sans récit »

Roland Barthes: introduction à l’analyse structurale du récit, Seuil, Paris, 1991

Crédit : http://media.photobucket.com/image/roland%20barthes/nikkistardust/230px-RolandBarthes.jpg?o=1

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Storytelling : art de raconter des histoires

Sunil Kumar

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Story quoi?Story quoi?

• Depuis la nuit des temps les hommes se racontent des histoires

• Même les solitaires se racontent des histoires…

Image:http://site.voila.fr/sacahistoires/images/F.Bergamini_Le_conteur_20x32.jpg

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Shannon Thunderbird

SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

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SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation SOURCE: http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation

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Aujourd’hui…Aujourd’hui…

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We tell stories because we have something exciting to tell. We tell stories to have fun, to entertain someone or keep them in suspense. We tell stories to let other people know what we're thinking. We tell stories to express our feelings. We tell stories to teach somebody something or to explain something. We tell stories to share ourselves to let other people get to know us better. We tell stories to give people enjoyment. We tell stories to get feelings out. We tell stories to use our imaginations.We tell stories to save our experiences forever.

John Seely Brown and Paul Duguid in The Social Life of Information

We tell stories because we have something exciting to tell. We tell stories to have fun, to entertain someone or keep them in suspense. We tell stories to let other people know what we're thinking. We tell stories to express our feelings. We tell stories to teach somebody something or to explain something. We tell stories to share ourselves to let other people get to know us better. We tell stories to give people enjoyment. We tell stories to get feelings out. We tell stories to use our imaginations.We tell stories to save our experiences forever.

John Seely Brown and Paul Duguid in The Social Life of Information

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Cognitive psychologist Cognitive psychologist Donald Norman (1993) Donald Norman (1993)

"Stories aren't better than logic; "Stories aren't better than logic; logic isn't better than stories. logic isn't better than stories.

They are distinct; They are distinct; they both emphasize different criteria. I think they both emphasize different criteria. I think

it very appropriate that both be used in it very appropriate that both be used in decision-making settings. decision-making settings.

In fact, I rather like the ordering that often In fact, I rather like the ordering that often happens, usually accidentally: happens, usually accidentally:

First the data and the logical analysis, First the data and the logical analysis, then the stories. then the stories.

Yes, let the personal, emotional side of Yes, let the personal, emotional side of decision making have the last word." decision making have the last word."

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UTILE UTILE

• Dans des situations nouvelles, Dans des situations nouvelles,

complexescomplexes

• Combine des pensées et des Combine des pensées et des

sentimentssentiments

• Propose un contextePropose un contexte

• Facile à retenirFacile à retenir

• AuthenticitéAuthenticité

• Fait passer un message induit Fait passer un message induit Crédit : http://thinkmarketing.org/files/testimage1.jpg

Page 36: Mgt int  (4) Culture Et Storytelling

Les différents types de Les différents types de storytelling storytelling

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Les marques et le storytellingLes marques et le storytellingDes campagnes marquées par le storytelling

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Les marques et le storytellingLes marques et le storytellingLes marques fondées sur le storytelling

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IdentificationIdentification

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Créer un universCréer un univers

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Identité liée à l’histoire de Identité liée à l’histoire de l’entreprisel’entreprise

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Les histoires des clients

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Crédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpgCrédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpgCrédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpgCrédit: http://www.pausecafeblog.com/images/2007/july/12/iphoneblender.jpg

Les histoires de produit

Page 44: Mgt int  (4) Culture Et Storytelling
Page 45: Mgt int  (4) Culture Et Storytelling

Une mauvaise histoire !Une mauvaise histoire !

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La politique et le storytellingLa politique et le storytelling

o Photo le 6 mai 2004 o Ashley Faulkner : « Ma mère a été assassinée le 11 septembre par les terroristes »o Spot diffusé 30.000 fois dans les swing stateso 6,5 millions $o Victoire de G.W.Bush !

Page 48: Mgt int  (4) Culture Et Storytelling

Crédit: http://www.info2tv.fr/wp-content/uploads/2009/07/20090726_nicolas_sarkozy.jpg

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SPF ECONOMIE

Page 53: Mgt int  (4) Culture Et Storytelling
Page 54: Mgt int  (4) Culture Et Storytelling

Les types d’histoiresLes types d’histoires

• le hérosle héros

• le survivantle survivant

• succès par l’erreursuccès par l’erreur

• les ritesles rites

•……

Page 55: Mgt int  (4) Culture Et Storytelling

POURQUOI LES POURQUOI LES COMMUNICATEURS COMMUNICATEURS

DEVRAIENT UTILISER DEVRAIENT UTILISER LE STORYTELLING?LE STORYTELLING?

Page 56: Mgt int  (4) Culture Et Storytelling

UNE ORGANISATION A VECU DES HISTOIRESUNE ORGANISATION A VECU DES HISTOIRES

• CréationCréation

• FusionFusion

• Nouveau produitNouveau produit

• ManagerManager

• Internationalisation,Internationalisation,

• ErreursErreurs

• ……

Source: http://www.delhaizegroup.com/images/Founders.jpg

Page 57: Mgt int  (4) Culture Et Storytelling

Copyright © 2009

SOURCE; http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

Page 58: Mgt int  (4) Culture Et Storytelling

Copyright © 2009SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

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Crédi: http://www.kryogenix.org/code/Jackfield%20and%20Python/pix/wownow.jpg

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TROIS PRINCIPES Selon WWW.BEMORE.BE

1 core

message

1 core

message

SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

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2An

inspiring story

2An

inspiring story

SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

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3Uniform

storytelling

3Uniform

storytelling

SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling

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Storytelling and knowledge Storytelling and knowledge sharingsharing• ““Every Every

afternoon our afternoon our corporate corporate knowledge knowledge walks out of the walks out of the door and I hope door and I hope to God they’ll to God they’ll be back be back tomorrow” – tomorrow” – Jeffrey Miller, Jeffrey Miller, CEO CEO DocumentumDocumentum

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Barriers to knowledge sharingBarriers to knowledge sharing

• Knowledge is powerKnowledge is power• Not invented here syndromeNot invented here syndrome• People do not realize value knowledge has for othersPeople do not realize value knowledge has for others• Knowledge sharing is not my jobKnowledge sharing is not my job• Lack of trustLack of trust• Lack of timeLack of time• Lack of top management support towards knowledge Lack of top management support towards knowledge

sharing activitiessharing activities• Corporate cultureCorporate culture• Lack of infrastructureLack of infrastructure• Lack of confidence/Damage to reputationLack of confidence/Damage to reputation• No/insufficient rewards and incentivesNo/insufficient rewards and incentives

Knowledge sharing: the key to qualityKnowledge sharing: the key to qualityRetha Snyman ([email protected])Retha Snyman ([email protected])([email protected])([email protected])Dept of Information ScienceDept of Information ScienceUniversity of PretoriaUniversity of Pretoria

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Tools & TechniquesTools & Techniques ……

• Water-coolers & Coffee machinesWater-coolers & Coffee machinesWebber: “In the new economy, Webber: “In the new economy,

conversations are the most important conversations are the most important form of work. Conversations are the way form of work. Conversations are the way knowledge workers discover what they knowledge workers discover what they know, share it with their colleagues, and know, share it with their colleagues, and in the process create new knowledge for in the process create new knowledge for the organization.”the organization.”

Source: Source: • Davenport, T.H. & Prusak, L. 1998Davenport, T.H. & Prusak, L. 1998. Working . Working

knowledge: how organizations manage what they knowledge: how organizations manage what they know. know. Boston: Harvard Business School Press:90-93Boston: Harvard Business School Press:90-93

Knowledge sharing: the key to qualityKnowledge sharing: the key to qualityRetha Snyman ([email protected])Retha Snyman ([email protected])([email protected])([email protected])Dept of Information ScienceDept of Information ScienceUniversity of PretoriaUniversity of Pretoria

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Tools & Techniques …Tools & Techniques …

• StorytellingStorytelling– ““Stories provide a medium of communication, both Stories provide a medium of communication, both

internally within an organization and externally to internally within an organization and externally to customers, potential customers, business partners, customers, potential customers, business partners, business rivals, investors, and others” (McLellan, 2002) business rivals, investors, and others” (McLellan, 2002)

– Sources:Sources:• Denning, S. 2000. Denning, S. 2000. The springboard: how storytelling ignites The springboard: how storytelling ignites

action in knowledge-era organisationsaction in knowledge-era organisations. Boston: Butterworth-. Boston: Butterworth-Heinemann Heinemann

• McLellan, H. 2002McLellan, H. 2002. Introduction to Corporate Storytelling. Introduction to Corporate Storytelling. . [Online]. Available: www.tech-head.com/cstory1.htm [Online]. Available: www.tech-head.com/cstory1.htm

• Sole, D. 2002. Sharing knowledge through storytelling. Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate School of EducationHarvard Graduate School of Education [Online]. Available: [Online]. Available: http://lila.pz.harvard.edu http://lila.pz.harvard.edu

• Tobin, P. & Snyman, R (MMM). 2004. Storytelling and Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge management: what’s the story so far? knowledge management: what’s the story so far? MusaionMusaion

Knowledge sharing: the key to qualityKnowledge sharing: the key to qualityRetha Snyman ([email protected])Retha Snyman ([email protected])([email protected])([email protected])Dept of Information ScienceDept of Information ScienceUniversity of PretoriaUniversity of Pretoria

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ConclusionConclusion

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Que faire concrètement?Que faire concrètement?

• Définir une stratégie et un planningDéfinir une stratégie et un planning

• Rechercher les faits et les histoiresRechercher les faits et les histoires

• Identifier les conteurs et aller les écouterIdentifier les conteurs et aller les écouter

• Enregistrer les histoires, les photos, les gensEnregistrer les histoires, les photos, les gens

• Archiver, traiterArchiver, traiter

• Identifier les meilleures histoires en ligne Identifier les meilleures histoires en ligne avec la stratégieavec la stratégie

• Communiquer par tous moyensCommuniquer par tous moyens

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TOUS LESTOUS LES

MOYENS MOYENS !!

Source : ttp://4.bp.blogspot.com/_tSCCV9JgfH0/Sfdx1vrgOvI/AAAAAAAAC6U/-z4dGW306eM/s400/communication+web+2.0.jpg

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Et si vous Et si vous racontiez la racontiez la première des première des histoires de histoires de votre votre organisation… organisation…

Et si vous Et si vous racontiez la racontiez la première des première des histoires de histoires de votre votre organisation… organisation…

Source http://www.advancedphotoshop.fr/images/blog/elements/adesso-tablet.jpg

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QUESTIONS ?QUESTIONS ?

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Février 2008Février 2008

Just in Time ManagementJust in Time ManagementAvenue Louise 149/24, 1050 BruxellesAvenue Louise 149/24, 1050 Bruxelles+ 32 475 98 21 15+ 32 475 98 21 15www.jitm.eu www.jitm.eu [email protected] [email protected]

ICHECICHECc/o I.Choquet, Rue au Bois, c/o I.Choquet, Rue au Bois, 365 A 1150 Bruxelles365 A 1150 [email protected] [email protected] www.ichec-ebiz.bewww.ichec-ebiz.bewww.ichec.be www.ichec.be

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