To meet the challenges of an innovative service society (digital and human) and to ensure that everyone finds a contribution in line with their values, the organisational patterns and values of large companies are being adapted. Unfortunately, these companies seem to be driven by the ideology of fear, infantilisation and ‘happinessism’ and ‘self-indulgent benevolence’ and therefore drift away from their primary mission.

Although the author’s analysis of corporate practices is clumsy, caricatured and sarcastic, and lacks any grounding in the reality of the field, he does have the merit of directly addressing autonomy and courage as central values for breaking out of this deadlock. The content suggests an interesting reflection on the management model and on our individual and collective relationship to work and the company. It highlights the urgent need to take up the debate on the organisation of work and culture in companies in order to position it as a key challenge for organisations and society.

« Au fond, est-ce que l’approche des ressources humaines, en pratique, a beaucoup évolué depuis quinze ans ? Certes, pour valoriser la créativité, on invite désormais des professeurs de yoga ou des thérapeutes en tous genres, la « détente » étant visiblement le préalable à tout effort un peu soutenu. Sérieusement, est-ce à la hauteur de l’enjeu ? »