Publiée le lundi 05 février

In Supply Chain 4.0, supply-chain management applies Industry 4.0 innovations—the Internet of Things, advanced robotics, analytics, and big data—to jump-start performance, and customer satisfaction.

Publiée le dimanche 04 février

Business is now in the midst of the most significant disruption in decades. This epochal transformation has been driven largely by technological changes—big data and advanced analyticsadditive manufacturing, the Internet of Thingsrobotics, and artificial intelligence—collectively described as the fourth industrial revolution. Arriving at dizzying speed (see sidebar “Lewis Carroll on the pace of change”), its consequences are already evident across sectors: competition is intensifying not just within industries but also between them. Think of Apple assembling an autonomous-vehicle business or Tesla moving into power supply. And then there are the aggressive, agile start-ups, with business models that ignore conventional constraints.

 
Publiée le samedi 03 février

The relentless hype around digital in consumer-packaged-goods (CPG) manufacturing has left many leaders disoriented and paralyzed by the many buzzwords and the promised benefits of digital tools. At the same time, their efforts to gain traction with digital are hindered by legacy systems, processes, and capabilities. A recent McKinsey survey of senior CPG leaders found that most consider digital technologies to be a priority, but few have defined a clear strategic vision linked to actions. The major obstacles cited were a lack of skilled resources, out-of-date software models and an inadequate IT infrastructure, the absence of data standards, and obsolete data-management systems (Exhibit 1).

Publiée le vendredi 02 février

Many businesses are coming to understand that, increasingly, how an organization delivers for its customers is as important as what product or service it provides. But for companies looking to make the customer experience a strategic priority, adopting a customer-centric mind-set can be a struggle. Like many change programs, customer-experience transformations often fail to meet expectations. That’s not surprising: they require employees to change their mind-sets and behaviors, and an organization to make cultural changes and rewire itself across functions, with the customer’s needs and wants—rather than traditional organizational boundaries—in mind.

 
Publiée le jeudi 01 février

The trend is your friend.” It’s the oldest adage in investing, and it applies to corporate performance, too. We’ve found through our work on the empirics of strategy that capturing tailwinds created by industry and geographic trends is a pivotal contributor to business results: a company benefiting from such tailwinds is four to eight times more likely to rise to the top of the economic-profit performance charts than one that is facing headwinds.

 
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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.