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Publiée le vendredi 20 janvier
The senior team of a large player in the global wealth management business recently asked me for my opinion on their strategy. They had worked long and hard at coming up with it. Their “Where to Play” choice was to target wealthy individuals who wanted and were willing to pay for comprehensive wealth management services. Their “How to Win” choice was to provide great customer service across the breadth of their wealth management needs. I pushed and probed, but that was it. |
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Publiée le mercredi 18 janvier
. . . In that Empire, the Art of Cartography attained such Perfection that the map of a single Province occupied the entirety of a City, and the map of the Empire, the entirety of a Province. In time, those Unconscionable Maps no longer satisfied, and the Cartographers Guilds struck a Map of the Empire whose size was that of the Empire, and which coincided point for point with it. rn
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Publiée le mardi 17 janvier
No living person is more closely linked with the concept of business leadership than Jack Welch. Even for those who have never put a foot on the corporate ladder, who couldn’t tell Six Sigma from Six Flags, Welch’s name is instantly recognizable. During his time as CEO of GE — a two-decade span that started in 1981 — he took it from a $14 billion company that was thought of mostly as fine but lumbering to a $500 billion one that was fast, full of talent and willing to take risks (though GE is now unwinding some of those big bets). |
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Publiée le mardi 16 janvier
La stratégie de la bienveillance fascine par sa clarté, sa simplicité et son universalité. Elle s'impose ainsi comme une approche (re)fondatrice de la relation à l'autre, avec une telle évidence qu'elle touche indubitablement à des points essentiels de la constitution de la relation avec autrui et des moteurs de la coopération. Plus qu'un décodage de l'ADN de la relation, la stratégie de la bienveillance balise le terrain de la coopération avec des règles simples, applicables (sans être forcément simples à appliquer en toute circonstance !) pour lui permettre de porter ses fruits et de les distribuer de manière équilibrée, acceptable par chacun. |
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.
