Understanding what they really make of information leads to redefine the very role of CEOs. / Pascal Junghans
The fundamental shift occurring is not digitalization by itself but the complexity it generates.
Organizations need more than manage technology. They have to master complexity. That means to step back and consider all of the critical components of system.
The heart of trust is recognition. Far from being a moral issue, it is a major managerial challenge, a key to the performance of firms today.
These SMEs focus on niche markets that they dominate at a national, regional or even global scale, with a market share often exceeding 70%.
Working no longer consists of collaborating with colleagues in a given place built for this purpose, but rather networking with others and organising a shared sociability. The question is: will the very concept of enterprise survive?
As artificial intelligence takes hold, what will it take to be an effective executive?
The myth of scientific management has all but disappeared, yet the industrial world continues to overvalue standardized methods. Isn't it time to shake up habits?
What makes a great leader?The actual core of talent, or even the stroke of genius that makes a difference, seems to escape formulas. Are management sciences condemned to mere prattle?
Organizational social-media literacy is becoming a source of competitive advantage. Learn, through the lens of executives at GE, how you and your leaders can keep up.
Businesses around the world are making CSR a priority, embedding it into their operations and using it to attract and keep talent.
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process.
How did big consulting firms design their own strategies? During a seminar in the Ecole de Paris du management, Christopher McKenna looks back on the history of this industry.
What exactly is gamification, what is it not, and how will it be changing the way we do business in the next few years?
The IT revolution has changed our relationship to time and space and the implications for management are clear. / Stéphane Roussel
Nearly 40 years ago, telecommuting looked like an unstoppable trend. Why is this revolution taking so long and what will the future of work look like when it finally arrives?
The less heralded consequence of globalization is the emergence of crises of expanding magnitude which test our ability to coordinate and swiftly execute a response.