McKinsey : improving the customer experience to achieve government agency goals
Publiée le lundi 22 janvier

Across the business landscape, savvy executives are increasingly asking the same question: What do my customers want? They are coming to realize that, whatever they offer, they are in the customer-experience business. Technology has handed consumers growing power to choose how and where to buy products and services, and customer-friendly leaders such as Amazon and Apple steadily raise customer expectations for superior service ever higher. We find that how an organization delivers for customers is beginning to be as important as what it delivers. Our research shows that companies that systematically put customers first create inroads against competitors, build cultures that benefit employees as well as customers, and improve the bottom line from both the revenue and cost sides.

 
Publiée le dimanche 21 janvier

I have been thinking about the evolution of the innovation function inside financial institutions (innovation groups, labs, incubators, corporate venture function, R&D, IT) and outside (accelerators, consultancy firms) both from a structure and process point of view. This collaborative post with Claro Partners is one attempt at addressing process.


Publiée le samedi 20 janvier
Mesurer l’engagement des salariés restitue une information de haute valeur au croisement de l’individuel et du collectif. Piloter l’engagement, c’est mettre en mouvement le corps social de l’entreprise au cœur des nouveaux défis RH.
Publiée le vendredi 19 janvier

AI, robotics, deep learning, automated delivery... how Amazon, Google, Tesla, and startups use these Edge Strategies to punish slower rivals

Publiée le vendredi 19 janvier

All employees, from CEOs to frontline workers, commit preventable mistakes: We underestimate how long it will take to finish a task, overlook or ignore information that reveals a flaw in our planning, or fail to take advantage of company benefits that are in our best interests. It’s extraordinarily difficult to rewire the human brain to undo the patterns that lead to such mistakes. But there is another approach: Alter the environment in which decisions are made so that people are more likely to make choices that lead to good outcomes.

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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.