Publiée le samedi 23 juin

Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company

Publiée le lundi 07 mai

The best analytics are worth nothing with bad data. The importance of understanding and working on all components of the insights value chain is mission critical.

An anticipated drop in the cost of Internet of Things (IoT) nodes (for example, microcontroller units and sensors) is fueling the rise in available data. Advances in machine learning, data science, and computing power can turn these vast amounts of data into value-creating insights. Our new report, Achieving business impact with data, looks into these issues deeply; this article highlights some of the report’s key points.

Publiée le samedi 07 avril

Many systems are under stress because employees harbor doubts that the core elements are equitable. A few practical steps can change that.

Publiée le samedi 07 avril

Disruptive times call for transformational leaders with a knack for addressing complex problems. To navigate effectively, we must learn to let go—and become more complex ourselves.

Publiée le samedi 07 avril

"I know what's design thinking"

You probably do. You've certainly heard the term "Design Thinking". You would've heard it in passing at a UX conference or from people in black turtlenecks, with macs under their arms, talking about unicorns. In fact, Design Thinking is such a catchphrase now that it has overtaken User Experience Design in Google searches. Why is it so popular? Because it puts a proven problem-solving ideology within reach of everyone.

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Rebond : positionnons les dominos dans le bon sens

Nous ne vivons pas la même crise qu’en 2001 ou 2008. Ce sont nos choix collectifs qui vont en accélérer la sortie… ou en aggraver les effets. Soyons solidaires de nos réseaux de valeur !

 
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Mc Kinsey : COVID-19 and the employee experience: How leaders can seize the moment

As it turns out, most companies did a solid job of addressing their employees’ basic needs of safety, stability, and security during the first phase of the COVID-19 crisis. However, those needs are evolving, calling for a more sophisticated approach as organizations enter the next phase.

The return phase presents an opportunity for companies to rethink the employee experience in ways that respect individual differences—home lives, skills and capabilities, mindsets, personal characteristics, and other factors—while also adapting to rapidly changing circumstances. The good news is that with advances in listening techniques, behavioral science, advanced analytics, two-way communication channels, and other technologies, leaders can now address employee experience in a more targeted and dynamic way. While drilling down on which employees need more and varied types of support, they can also tailor actions that create widely shared feelings of well-being and cohesion across the workforce.