Publiée le mardi 24 janvier

Back in 2009, as the senior-management teams at many companies were just beginning to emerge from the bunkers to which they’d retreated during the peak of the financial crisis, we wrote an article1whose premise was that pervasive, ongoing uncertainty meant companies needed to get their senior-leadership teams working together in a fundamentally different way. At the time, many companies were undertaking experiments, such as shortening their financial-planning cycles or dropping the pretense that they could make reasonable assumptions about the future. But we suggested that the only way to set strategy effectively during uncertain times was to bring together, much more frequently, the members of the top team, who were uniquely positioned to surface critical issues early, debate their implications, and make timely decisions.

Publiée le lundi 23 janvier

At the heart of the traditional approach to strategy lies the assumption that executives, by applying a set of powerful analytic tools, can predict the future of any business accurately enough to choose a clear strategic direction for it. The process often involves underestimating uncertainty in order to lay out a vision of future events sufficiently precise to be captured in a discounted-cash-flow (DCF) analysis. When the future is truly uncertain, this approach is at best marginally helpful and at worst downright dangerous: underestimating uncertainty can lead to strategies that neither defend a company against the threats nor take advantage of the opportunities that higher levels of uncertainty provide. Another danger lies at the other extreme: if managers can't find a strategy that works under traditional analysis, they may abandon the analytical rigor of their planning process altogether and base their decisions on gut instinct.

Publiée le dimanche 22 janvier

Let’s say you’re getting together with other managers and employees to develop your organization’s or unit’s strategy. No matter how much discussion and enthusiasm you bring to the task, you’re likely to emerge with a list that looks like this:


    • Growth
    • Superior operational outcomes through efficient work practices
    • Becoming competitive in an existing market
    • Increasing product sales to take market leadership
    • Expanding into other regions
    • Optimizing ROI
    • Developing a service delivery model that incorporates tactical projects

Publiée le samedi 21 janvier

The collision of four fundamental economic forces—urbanization, technology, demographics, and globalization—is producing monumental change. Global competition and technological change have sped up creative destruction and outpaced the ability of labor markets to adapt. Job creation is a critical challenge for most policy makers even as businesses complain about critical skill gaps. Graying populations are starting to fray social safety nets, and for debt-ridden societies in advanced economies, the challenge can only get more pressing as the cost of capital starts to rise. Much-needed productivity growth continues to elude the public sector. Income inequality is rising and causing a backlash, in some cases targeted at the very interconnections of trade, finance, and people that have fueled the growth of the past three decades.

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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.