1.5.2-Le parcours d'Isabelle Hennebelle, L'Express

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Del curso dictado por HEC Paris

Devenir entrepreneur du changement

349 calificaciones

HEC Paris

Devenir entrepreneur du changement

349 calificaciones

Ce cours est conçu pour accompagner toutes les personnes qui veulent avoir un impact positif dans la société, mais qui ne savent pas comment agir. Quel que soit votre âge ou votre formation académique, ce cours vous aidera à trouver la voie qui vous correspond pour faire bouger les lignes ! Vous apprendrez comment passer de l’envie à l’idée, et de l’idée à l’action.

De la lección

S’inspirer : comment chacun peut devenir entrepreneur du changement

L’objectif de ce chapitre sera de vous montrer que changer le monde, c’est possible ! Si, si, c’est vraiment possible. Et surtout, on essaiera de vous montrer, qu’en plus, c’est possible de pleins de manières différentes. Vous allez voir !

1.5.2-Le parcours d'Isabelle Hennebelle, L'Express4:09

1.5.3-Le parcours d'Antonio Meloto, Gawad Kalinga2:19

1.5.4-Le parcours d'Habiba Addi, Elmas2:23

1.5.5-Le parcours de Christian Vanizette, MakeSense5:55

1.5.6-Le parcours d'Arnault Martin, Musique Pour Tous3:28

1.5.7-Le parcours de Fabien Courteille, Plush&Play4:27

1.5.8-Le parcours de Pierre Rabhi, Mouvement Colibris7:45

Conoce a los instructores

Bénédicte Faivre-Tavignot
Directrice de la Chaire “Social business / Entreprise et pauvreté”, et du "MSc in Sustainability and Social Innovation"
Frédéric Dalsace
Associate Professor
Marketing
Nathalie Lugagne
Professeur Affilié et Doyen Exécutif de la Faculté et de la recherche
Stéphane Riot
Fondateur NoveTerra
Florian Hoos
Assistant Professor
Accounting and Management Control
Aymeric Marmorat
Directeur exécutif d’Enactus France
Lise Penillard
Directrice pédagogique du Master Sustainability & Social Innovation
Ucka-Ludovic Ilolo
Chorégraphe d'entreprise, Fondateur de O' In Motion
Matthieu Dardaillon
Joséphine Bouchez
Co-fondatrice, Ticket for Change

I began my career as a reporter on the former Soviet Union

and so for six years, I filmed in twenty or so countries

in Central and Eastern Europe and the former Soviet Union.

The idea was to understand how they did business in those

countries which were just... it was the phase just after

the collapse of the Soviet Union.

And that was key: on the one hand because these are countries

where poverty was significant, so I came face to face with

people's poverty on the one hand and interviews with figures from

the financial world who were extremely well-off.

So there was a contrast: within the same day I'd see, well,

significant contrasts.

And what struck me was that whenever I went back there, what I

saw on the ground was the corruption, of course, the mafia, of course,

the prostitution, the never-ending rhetoric about those countries.

But what I also saw were entrepreneurs...

citizens who wanted to get their country back on its feet.

And whenever I returned to France, almost all I saw was the negative

image of those countries and I wondered how I could contribute:

I thought, that won't help them, so how can I do something

to help, well, in my small way, with articles

explaining, well, how things work these countries,

this is how they are doing things, this is how people can set up a company.

Of course, it's very hard, but you can, there are people who do

so and it can work.

So that was key, because I saw the imbalance between

always highlighting what is not working and highlighting

solutions to make things better.

And, from these experiences on the ground, I decided to put

the spotlight on what can be done to improve things.

So these experience in the Eastern Bloc really made me

want to focus on solutions, it had a clear influence on

the rest of my career, because I then joined "L'Enterprise" magazine

for six years, and it was the idea of emphasising

practices within SMEs, and in France specifically,

and in that respect it was really a very hands-on, practical approach:

what can we do to make my business work, that was one phase--

and I'm still pursuing it-- and then I joined "L'Expansion" and then

fairly soon afterwards "L'Express" at the same time, on issues of

of social innovation, issues of human resources,

really with the idea: how can I serve my readers, be a

a journalist but with a an angle of serving the public,

how can I help to make the the reader's life, well, more pragmatic,

more constructive. That's something I'm really keen on.

And so when, spurred on by this idea, I was actually able to

seize the opportunity I was given within the group,

four years ago, the director of the Express Roularta group, Corinne

Pitavy, said to me in a meeting: "Well, the Express Roularta group could do with

working on the idea of the meaning of work".

As it turned out, I had just recently had a very long interview with

Arnaud Mourot from the Ashoka association, who spent two hours

telling me about co-creation, hybrid value chains,

the inclusive economy, and well, all of these subjects,

and I put two and two together. Don't ask me why:

there are things that you do unconsciously. I put both things

together and as a result I put myself forward to lead the

whole "meaning to work" angle at L'Express,

with management, so really everyone involved in the management,

we got together for several weeks

to put together this package together in a truly cross-media

way: so Print, Web, events, and so that was it.

That was the package that I was given the chance to lead

and which I have been developing for four years.

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