Publiée le samedi 28 janvier

Why do established companies struggle to become more agile? No small part of the difficulty comes from a false trade-off: the assumption by executives that they must choose between much-needed speed and flexibility, on the one hand, and the stability and scale inherent in fixed organizational structures and processes, on the other.

Publiée le vendredi 27 janvier

Let’s face it: business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. Consider a few examples:

Publiée le jeudi 26 janvier

Successful transformations demand new capabilities. To build them, experiential learning leverages the intimate link between knowledge and experience.

There is an intimate and necessary relation between the processes of actual experience and education.

—John Dewey (Experience and Education, 1938)

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.

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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.