Publiée le mardi 21 mai

Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns. But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate—to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries—is anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.

Publiée le vendredi 17 mai

As Industry 4.0 continues to advance with breathtaking speed, unleashing new capabilities at equally breathtaking speed, it’s all too easy for business leaders to succumb to relying solely on technology to drive operational improvement. Automation, advanced analytics, digital performance management, cloud computing, machine learning—all offer powerful and game-changing ways for organizations to achieve new heights in operational performance.

rn
Publiée le mercredi 15 mai

Agile organizations are different. Traditional organizations are built around a static, siloed, structural hierarchy, whereas agile organizations are characterized as a network of teams operating in rapid learning and decision-making cycles. Traditional organizations place their governance bodies at their apex, and decision rights flow down the hierarchy; conversely, agile organizations instill a common purpose and use new data to give decision rights to the teams closest to the information. An agile organization can ideally combine velocity and adaptability with stability and efficiency.

Publiée le mercredi 15 mai

How can senior managers get better, faster business decisions from the meetings they attend or lead? Certainly, getting steeped in best practices is wise, as there is a wealth of good thinking available on the topic of decision making. In the meantime, we recommend looking closer to home, namely at the preparation that should happen (but perhaps doesn’t) before your own meetings.

Publiée le mardi 07 mai

The evidence is clear: a small number of priority practices make the difference between an effective and fair performance-management approach and one that falls short. Organizations that link employee goals to business priorities, invest in managers’ capabilities, and differentiate rewards for the extremes of performance are 84 percent more likely to have performance-management approaches that their employees perceive and recognize as being fair. Furthermore, these practices are mutually reinforcing: implementing one practice well can have a positive effect on the performance of others, which leads to positive impact on employee and organizational performance, which, in turn, drives organizations to outperform peers.

rn
rn
rn
 
rn
rn
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | Page suivante >
chat

La Tribune nous reçoit dans paroles d'experts pour présenter notre positionnement de valeur.

 
chat

Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns. But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate—to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries—is anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.