Publiée le dimanche 05 mai

We typically think of performance management as a system for managers to rate, review, and reward their direct reports. Done well, it lifts performance at the individual level and multiplies the effect across the entire organization.


But it’s not just employees that need to be carefully managed. By extending the system to machines, resources, and processes, manufacturers are better able to identify problems before or as they happen, meaning managers and the front line can make real-time adjustments to keep production on track. And by better tracking and analyzing performance metrics, the best factories can identify new ways of working to trim costs and boost productivity and profitability.

Publiée le dimanche 05 mai

Making good business decisions is a critical part of every executive’s job and is vital to every company’s well-being. Yet in a new McKinsey Global Survey on the topic,1 only 20 percent of respondents say their organizations excel at decision making. Further, a majority say much of the time they devote to decision making is used ineffectively.

Publiée le dimanche 05 mai

Because AI is a relatively new force in business, few leaders have had the opportunity to hone their intuition about the full scope of societal, organizational, and individual risks, or to develop a working knowledge of their associated drivers, which range from the data fed into AI systems to the operation of algorithmic models and the interactions between humans and machines. As a result, executives often overlook potential perils (“We’re not using AI in anything that could ‘blow up,’ like self-driving cars”) or overestimate an organization’s risk-mitigation capabilities (“We’ve been doing analytics for a long time, so we already have the right controls in place, and our practices are in line with those of our industry peers”). It’s also common for leaders to lump in AI risks with others owned by specialists in the IT and analytics organizations (“I trust my technical team; they’re doing everything possible to protect our customers and our company”).

Publiée le samedi 09 mars

Our mental models about mobility—individually owned cars, gas stations, traffic jams, the driver’s license as a rite of passage—are on the verge of disruption. Mobility is about to become cheaper, more convenient, a better experience, safer, and cleaner—not 50 or even 25 years from now, but perhaps within a dozen.


We describe the coming transformation as mobility’s Second Great Inflection Point, because it has the potential to be as profound as the one that put horses to pasture and revolutionized industries and societies worldwide. A defining characteristic of the new world taking shape is that the automotive industry, which has operated for more than a century alongside but decidedly disconnected from other components of what transportation has come to mean, will blend into a more interconnected, customer-centric ecosystem. That shift boosts the odds that the momentous changes afoot will affect your business, even if the closest you currently get to a car is your morning commute.

Publiée le lundi 04 février

For telcos to keep and grow market share, the network division needs a makeover that lets it shed its cost-center past to become a leading function that influences the digital and analytics metamorphosis of the core.

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


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.