Publiée le samedi 26 janvier

Executives setting up a behavioral-science unit should start by challenging themselves with six questions.

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If you’re serious about setting up a behavioral-science team—or a nudge unit, as we’ll more colloquially refer to it in this article—you need to ask yourself some tough questions, such as what it should do, where it should sit, how you’ll know it’s succeeding, and whether you’re ready for the ethical tensions it may raise.

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Subtle interventions to help people make better decisions are hardly new. Since the 1950s, behavioral scientists, using a mix of economics and psychology, have studied human irrationality and devised ways both to improve the choices made by consumers and influence how employees react in the workplace. Increasingly, over the past two decades, companies have used the insights of behavioral science to reduce bias in boardrooms, improve strategic decision making, provide benefits for customers, enhance the effectiveness of marketing campaigns, and avoid making bad bets on major acquisitions or investments.

Publiée le samedi 05 janvier

To survive and thrive, many organizations are making the effort to become more agile. Whereas traditional organizations seem mechanical, hierarchical, and linear, agile organizations feel more organic: they balance stability with dynamism and can adapt for an ever-changing, unpredictable future. In the article “The five trademarks of agile organizations,” we detailed the major differences between traditional and agile organizations. Given the distinctions, the personal characteristics that lead to success in an agile organization also differ from those in a traditional organization.

Publiée le mercredi 19 décembre

By redirecting resources and employees to higher-value areas, companies can ensure that organizational structure and spending align with business strategy.

Publiée le mercredi 19 décembre

With over 100 edge use cases identified, the fast-growing need to power connected devices demands a custom response from vendors.

Publiée le mercredi 19 décembre

Innovations in technology and management practice are creating new opportunities for the finance function to add value to the business. Here’s how finance teams will need to evolve to make the most of them.

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

 
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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.