Publiée le vendredi 02 mars
As design thinking nears its 50th birthday, many companies still struggle to realize value from design. Those that succeed often follow ten best practices.
Publiée le jeudi 01 mars

Sustained performance over the long term and successful transformation in the near term require many of the same ingredients.

Publiée le mercredi 28 février
The world of work has been disrupted in ways I've never seen. We're working many more hours (we've lost an entire week of vacation time since 2000), we feel overwhelmed (40% of US workers believe their work is "highly stressful"), and more and more people are taking on gig-work and alternative work arrangements. And everywhere, we are re-inventing our skills and ourselves to cope with the rise of labor-saving technology and software, including Artificial Intelligence. (Read the article "Catch the Wave, 21st Century Careers" for more on this.)
Publiée le mardi 27 février

Transforming companies to achieve organizational agility is in its early days but already yielding positive returns. While the paths can vary, survey findings suggest how to start.

Publiée le lundi 26 février

Working on health works. It’s good for your people and for your bottom line.

The central idea underlying our organizational work for the past decade has been that the best way to run a business is to balance short-term performance and long-term health.

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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.