Voir notre article \u00e0 ce sujet<\/a><\/strong><\/p>En 2025, nous atteignons 114,2 points.<\/p>
Le seuil de certification est fix\u00e9 \u00e0 80 points.<\/p>
La moyenne des entreprises qui compl\u00e8tent l\u2019\u00e9valuation est de 50,9 points.<\/p>
Cette progression de plus de 25 points n\u2019est pas le r\u00e9sultat d\u2019un simple affinage administratif. Elle refl\u00e8te un d\u00e9placement plus profond : nous avons cherch\u00e9 \u00e0 transformer des intentions en m\u00e9canismes durables.<\/p>
Quand un cadre devient un r\u00e9v\u00e9lateur<\/h3>
Un r\u00e9f\u00e9rentiel comme B Corp peut \u00eatre v\u00e9cu de deux mani\u00e8res. Il peut \u00eatre per\u00e7u comme une contrainte externe, une s\u00e9rie de crit\u00e8res \u00e0 satisfaire pour obtenir ou conserver un label. Mais il peut aussi \u00eatre utilis\u00e9 comme un outil de clarification interne.<\/p>
Ce que nous avons exp\u00e9riment\u00e9 durant cette recertification, c\u2019est que le cadre agit comme un r\u00e9v\u00e9lateur. Il met en lumi\u00e8re ce qui est stable et ce qui d\u00e9pend encore trop des individus. Il distingue ce qui est r\u00e9ellement int\u00e9gr\u00e9 dans le fonctionnement de l\u2019organisation de ce qui repose principalement sur la bonne volont\u00e9.<\/p>
Par exemple, reverser 5 % de notre chiffre d\u2019affaires \u00e0 un programme d\u2019impact est un engagement fort. Mais tant que cet engagement n\u2019est pas inscrit dans des r\u00e8gles claires, qu\u2019il d\u00e9pend d\u2019un arbitrage annuel ou d\u2019une d\u00e9cision de direction, il reste fragile. En l\u2019int\u00e9grant dans notre mod\u00e8le \u00e9conomique de mani\u00e8re syst\u00e9matique, nous avons accept\u00e9 qu\u2019il ne soit plus n\u00e9gociable \u00e0 court terme. Ce passage de l\u2019intention \u00e0 la r\u00e8gle change la nature de l\u2019engagement.<\/p>
De la m\u00eame mani\u00e8re, inscrire notre mission dans nos statuts via le mod\u00e8le \u201cMission Locked\u201d signifie accepter que certaines d\u00e9cisions futures soient contraintes par ce choix. Ce n\u2019est pas seulement symbolique. C\u2019est une mani\u00e8re d\u2019accepter que la libert\u00e9 de gestion ne soit pas absolue, mais orient\u00e9e par un cap explicite.<\/p>
Un cadre exigeant ne r\u00e9duit pas la capacit\u00e9 d\u2019agir. Il oblige \u00e0 clarifier les priorit\u00e9s et \u00e0 accepter leurs cons\u00e9quences.<\/p>
Les chiffres, comme miroir<\/h3>
Le d\u00e9tail des piliers confirme cette \u00e9volution.<\/p>
Le pilier Collectivit\u00e9 atteint 41,2 points, port\u00e9 notamment par le mod\u00e8le \u201cDesigned to Give\u201d.<\/p>
Le pilier Collaborateurs atteint 28,9 points, refl\u00e9tant les efforts sur la s\u00e9curit\u00e9 financi\u00e8re et le d\u00e9veloppement de toutes les personnes qui participent activement \u00e0 notre aventure Paradigm21.<\/p>
La cat\u00e9gorie Clients obtient 18,7 points, validant notre engagement aupr\u00e8s d\u2019organisations \u00e0 mission.<\/p>
La Gouvernance atteint 16,7 points gr\u00e2ce au statut \u201cMission Locked\u201d.<\/p>
L\u2019Environnement atteint 8,6 points, ce qui est coh\u00e9rent pour une entreprise de services avec peu d\u2019impacts tangibles sur l\u2019environnement.<\/p>
Ces scores ne racontent pas tout. Mais ils permettent de v\u00e9rifier que nos choix produisent des effets mesurables.<\/p>
La recertification a aussi mis en lumi\u00e8re une tension structurante pour nous : comment formaliser sans perdre l\u2019agilit\u00e9 ?<\/p>
Paradigm21 fonctionne avec une gouvernance \u00e0 autorit\u00e9 distribu\u00e9e. La responsabilit\u00e9 est partag\u00e9e, les r\u00f4les sont clairs, les d\u00e9cisions sont prises au plus pr\u00e8s de l\u2019action. Une grande partie de l\u2019efficacit\u00e9 repose sur la confiance et la maturit\u00e9 des membres.<\/p>
Le r\u00e9f\u00e9rentiel B Corp, lui, exige des politiques \u00e9crites, des preuves document\u00e9es, des proc\u00e9dures archiv\u00e9es. L\u00e0 o\u00f9 notre fonctionnement privil\u00e9gie l\u2019oralit\u00e9 et l\u2019ajustement continu, l\u2019audit demande des traces formelles.<\/p>
Ce d\u00e9calage aurait pu \u00eatre per\u00e7u comme une simple contrainte bureaucratique. Mais il nous a oblig\u00e9s \u00e0 une question plus fondamentale : qu\u2019est-ce qui, dans notre fonctionnement, tient parce que les personnes sont engag\u00e9es, et qu\u2019est-ce qui tiendrait m\u00eame si ces personnes changeaient ?<\/p>
Formaliser certaines pratiques n\u2019a pas consist\u00e9 \u00e0 les alourdir, mais \u00e0 les rendre transmissibles. D\u00e9crire des boucles de feedback, clarifier des r\u00f4les, consigner des d\u00e9cisions importantes permet de stabiliser l\u2019organisation au-del\u00e0 des individus. Cela r\u00e9duit la d\u00e9pendance \u00e0 la m\u00e9moire collective et renforce la continuit\u00e9.<\/p>
L\u2019enjeu n\u2019\u00e9tait pas de remplacer la confiance par des proc\u00e9dures. Il \u00e9tait de faire en sorte que la structure soutienne la culture plut\u00f4t que de la fragiliser.<\/p>
Une garantie pour nos partenaires<\/h3>
Pour nos clients, des administrations publiques, des entreprises et des organisations \u00e0 but non lucratif, cette recertification apporte une coh\u00e9rence v\u00e9rifi\u00e9e.<\/p>
Lorsque nous accompagnons des organisations dans leurs d\u00e9marches de transformation, nous sommes nous-m\u00eames engag\u00e9s dans un processus exigeant. Nous connaissons les contraintes li\u00e9es \u00e0 la documentation, aux arbitrages budg\u00e9taires et aux choix strat\u00e9giques sous pression.<\/p>
Cette exp\u00e9rience pratique rend notre accompagnement plus r\u00e9aliste. Elle \u00e9vite les discours abstraits et renforce la cr\u00e9dibilit\u00e9 de nos recommandations.<\/p>
Cap sur 2028 et au-del\u00e0<\/h3>
La recertification B Corp marque une \u00e9tape. Elle ne d\u00e9finit pas une destination.<\/p>
Les prochaines ann\u00e9es verront \u00e9voluer les standards, mais surtout les attentes envers les entreprises. Les enjeux climatiques, sociaux et d\u00e9mocratiques ne se stabilisent pas ; ils s\u2019intensifient. Dans ce contexte, la question n\u2019est plus seulement de \u201cfaire mieux\u201d \u00e0 l\u2019int\u00e9rieur d\u2019un cadre existant. Elle est de contribuer \u00e0 transformer les r\u00e8gles du jeu elles-m\u00eames.<\/p>
Pour une organisation comme Paradigm21, cela signifie aller au-del\u00e0 de la conformit\u00e9 et continuer \u00e0 interroger nos propres mod\u00e8les : comment cr\u00e9ons-nous de la valeur ? Pour qui ? \u00c0 quel co\u00fbt invisible ? Comment articulons-nous performance \u00e9conomique et contribution soci\u00e9tale sans les opposer ? Et surtout, comment inscrivons-nous ces r\u00e9ponses dans des m\u00e9canismes durables plut\u00f4t que dans des d\u00e9clarations d\u2019intention ?<\/p>
B Corp nous offre un cadre exigeant pour rester lucides. Mais ce cadre ne remplace pas la responsabilit\u00e9 strat\u00e9gique. Il nous appartient de faire en sorte que chaque \u00e9volution de norme devienne une occasion de renforcer la coh\u00e9rence entre ce que nous disons, ce que nous faisons et ce que nous rendons possible autour de nous.<\/p>
Un score valide un moment. Un mod\u00e8le \u00e9conomique, lui, se transforme en continu.<\/p>
C\u2019est dans cette transformation que nous voulons inscrire la suite.<\/p>","protected":false},"excerpt":{"rendered":"
Le 9 septembre 2025, Paradigm21 a \u00e9t\u00e9 recertifi\u00e9e B Corp avec un score de 114,2 points. Le label B Corp \u00e9value l’impact global d’une entreprise…<\/p>\n","protected":false},"author":14,"featured_media":13058,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[335],"class_list":["post-13041","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","tag-collective-performance-fr",""],"yoast_head":"\n
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I joined Paradigm21 in 2019 after writing of a book on new organizational paradigms in Switzerland. My ambition is to build more conscious organizations and inspired organic leadership. The biggest challenge I've faced in my evolution Ending the schizophrenic posture of an NGO leader, who must be combative, stubborn, and relentless in political negotiations and with the authorities, but benevolent and empathetic in relations with its beneficiaries and employees. On a day-to-day basis and over the long term, the two postures blend together and lead to the development of forms of psychological violence towards those whom we must support, without realizing it. Very much related to this situation, figuring out how to let go of my dominant doer posture was also a big personal challenge. A professional experience that has particularly influenced me My position for seven years as director of an organization serving Indigenous Peoples around the world. 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I joined Paradigm21 in 2019 after writing of a book on new organizational paradigms in Switzerland. My ambition is to build more conscious organizations and inspired organic leadership. The biggest challenge I've faced in my evolution Ending the schizophrenic posture of an NGO leader, who must be combative, stubborn, and relentless in political negotiations and with the authorities, but benevolent and empathetic in relations with its beneficiaries and employees. On a day-to-day basis and over the long term, the two postures blend together and lead to the development of forms of psychological violence towards those whom we must support, without realizing it. Very much related to this situation, figuring out how to let go of my dominant doer posture was also a big personal challenge. A professional experience that has particularly influenced me My position for seven years as director of an organization serving Indigenous Peoples around the world. The native representatives that I met almost daily, sometimes great chiefs of their communities, introduced me, often in spite of myself, to spirituality and allowed me to understand to what extent the dominant western society was failing in the management of its relationship with nature and in the relationships between human beings. My most important values Three values guide my life, both personally and professionally: \u2022 Assertiveness: being myself, whatever it takes, and making my voice be heard. Develop the art of communicating a difficult message without passivity, but also without aggressiveness. \u2022 Integrity: remaining intact and whole in my word, whether it is the word I give or the unspoken expectations of me. Be sure that everyone I interact with is on the same stage as I am and that they understand everything that is at stake in our exchanges. \u2022 Sweetness of life: to create as often as possible moments of happiness, big or small, for myself and for others. Work, music, sports, nature, etc. This sweetness is found everywhere and depends on each person. You have to enjoy your life!!! Of course, I regularly screw up in the application of my values on a daily basis, and it is by becoming aware of my deviations from my principles that I evolve on my life path. Where I see myself in 5 years I do not project myself in the medium or long term, the years 2019 to 2022 (and the following ones without doubt) have shown us that the VUCA world (volatile, uncertain, complex and ambiguous) is not only in human interactions, but also in the expression of the consequences of human activities and their management. Two certainties nevertheless: first my activity must allow moving the lines on the issue of climate change, and secondly, the gender issue, and particularly the place of women in all dimensions of society, is an absolute priority for me. My favorite sport Ving Tsun, a Chinese martial art, is part of the great family of Kung Fu. It allows me not only to express my violence in a controlled practice, but also to experience how to feel and control the energy of an opponent and have a perfect awareness of my body. I often refer to it as \" guys' yoga \", because it allows men to develop an awareness of aspects that they are reluctant to approach with practices identified as more feminine. My favorite series Ted Lasso, an American comedy series, the story of an American soccer coach who finds himself in an English soccer team. How to coach when you know nothing about the discipline? A brilliant presentation of the coaching profession. And the punchlines that sting in every episode, my favorite is probably: I love meeting people\u2019s moms. It\u2019s like reading an instruction manual as to why they\u2019re nuts. I love meeting people\u2019s moms. It\u2019s like reading an instruction manual as to why they\u2019re nuts.","url":"https:\/\/paradigm21.ch\/fr\/team\/david-matthey-doret\/"}]}},"_links":{"self":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/13041","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/comments?post=13041"}],"version-history":[{"count":1,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/13041\/revisions"}],"predecessor-version":[{"id":13042,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/posts\/13041\/revisions\/13042"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media\/13058"}],"wp:attachment":[{"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/media?parent=13041"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/categories?post=13041"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/paradigm21.ch\/fr\/wp-json\/wp\/v2\/tags?post=13041"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}