Publiée le dimanche 18 février
Yesterday, I was speaking to Jill (not her real name) who had been on extended sick leave. She was diagnosed with cancer in 2016. She returned to work but was hurt that not one of the Managers called to see how she was doing. Her immediate supervisor would call but quickly cut to the chase, asking her when she was coming back out to work. The cancer is in remission now but Jill said, “I am not going the extra mile like before; they don’t care about me and I don’t care about them!”
Publiée le samedi 17 février
Remember, strategic planning isn’t just about you. A winning plan also takes time to analyze what your rival might likely do. Yuval Atsmon shows you how to outfox your rivals.
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Publiée le vendredi 16 février

The research is clear: when we choose humble, unassuming people as our leaders, the world around us becomes a better place.

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Humble leaders improve the performance of a company in the long run because they create more collaborative environments. They have a balanced view of themselves – both their virtues and shortcomings – and a strong appreciation of others’ strengths and contributions, while being open to new ideas and feedback. These “unsung heroes” help their believers to build their self-esteem, go beyond their expectations, and create a community that channels individual efforts into an organized group that works for the good of the collective.

Publiée le jeudi 15 février

Any organization can improve the speed and quality of its decisions by paying more attention to what it’s deciding.

It’s the best and worst of times for decision makers. Swelling stockpiles of data, advanced analytics, and intelligent algorithms are providing organizations with powerful new inputs and methods for making all manner of decisions. Corporate leaders also are much more aware today than they were 20 years ago of the cognitive biases—anchoring, loss aversion, confirmation bias, and many more—that undermine decision making without our knowing it. Some have already created formal processes—checklists, devil’s advocates, competing analytic teams, and the like—to shake up the debate and create healthier decision-making dynamics.

 
Publiée le mercredi 14 février
There are three popular explanations for the clear under-representation of women in management, namely: (1) they are not capable; (2) they are not interested; (3) they are both interested and capable but unable to break the glass-ceiling: an invisible career barrier, based on prejudiced stereotypes, that prevents women from accessing the ranks of power. Conservatives and chauvinists tend to endorse the first; liberals and feminists prefer the third; and those somewhere in the middle are usually drawn to the second. But what if they all missed the big picture?
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Un de nos projets dans les Echos : la blockchain au tour de France avec l'ANFR

le premier projet de blockchain secteur public en France vit son dernier test grandeur nature sur le tour de France avant ouverture du service au public.

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L'Agence nationale des fréquences (anfr.fr) dont nous accompagnons la transformation numérique depuis 4 ans met à disposition une blockchain pour gérer les fréquences libres de droit sur les grands événements, occasions traditionnelles d'afflux massifs d'appareils qui émettent dans ces gammes et risquent de se brouiller mutuellement.

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Une façon de simplifier la vie de tous par les technologies disruptives.

 
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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.