Publiée le dimanche 14 janvier

By virtue of their sheer size, visibility, and economic clout, national, state or provincial, and local governments are central to any societal transformation effort, in particular a digital transformation. Governments at all levels, which account for 30 to 50 percent of most countries’ GDP, exert profound influence not only by executing their own digital transformations but also by catalyzing digital transformations in other societal sectors (Exhibit 1).

Publiée le samedi 13 janvier

Some of the most original people in history achieved their level of fame or legend because they wouldn’t stop coming up with ideas. Sometimes—like in the case of renowned architect Frank Lloyd Wright, who procrastinated for months before beginning work on his famous Fallingwater—they know when to procrastinate to give themselves time to develop and refine their ideas. In this interview with McKinsey’s Rik Kirkland, Adam Grant, professor of management and of psychology at the Wharton School, University of Pennsylvania, and author of Give and Take: Why Helping Others Drives Our Success (Penguin Books: March 2014) and his latest, Originals: How Non-Conformists Move the World (Viking: February 2016) discusses six practical secrets to being more original. An edited and extended version of his comments follows.

Publiée le vendredi 12 janvier

In sector after sector, companies are asking how they can adapt to the digital world—how they can build more digital capabilities, create more digital offerings, and even become “digital first” organizations.

Publiée le jeudi 11 janvier

Working with outside stakeholders is a rising priority for company leaders. But in a new survey, most executives say their organizations still lack the external-affairs capabilities they need to succeed.

Publiée le mercredi 10 janvier

A decade ago, Norwegian media group Schibsted made a courageous decision: to offer classifieds—the main revenue source of its newspaper businesses—online for free. The company had already made significant Internet investments but realized that to establish a pan-European digital stronghold it had to raise the stakes. During a presentation to a prospective French partner, Schibsted executives pointed out that existing European classifieds sites had limited traffic. “The market is up for grabs,” they said, “and we intend to get it.”1Today, more than 80 percent of their earnings come from online classifieds.

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Le 27 septembre à 14h, nous serons à la MiE - maison de l'emploi du Roubaisis pour réinventer le travail au bureau
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.