Cette collection inclut du contenu récent en agilité organisationnelle et de sujets connexes répertorié au cours de la dernière semaine. Cliquez sur l'image sous le titre pour accéder au document.
Strategic resilience during the COVID-19 crisis. As we approach the one-year mark of the global coronavirus crisis, it is heartening to see that many organizations have stepped up to the challenge, adapting their businesses both to protect their employees and to continue serving their customers and communities.
In a recent survey, 80 percent of executives told us they believe their organizations have responded effectively to the pandemic. Audio. COVID-19: Briefing note #44, March 3, 2021. COVID-19: Briefing note #64, July 21, 2021 How does it end—and where does it leave us?
Case numbers are resurging in parts of the world where the COVID-19 pandemic was waning, falling in places that saw huge surges recently, and just beginning to rise in previously little-impacted parts of the globe. Trying to determine the end of a story while the plot is still twisting is difficult. But this week, McKinsey sought answers to the burning questions of how the pandemic can finally be vanquished and how vaccines can reach the world, as well as what companies can do to mitigate new geopolitical risks and cope with inflation and volatility. While 49.6 percent of inhabitants of high-income countries had received at least one dose of the vaccine as of July 14, only 1 percent of those in low-income countries had. Crisis Innovation: Build Capability, Seize Opportunity.
Wharton@Work Crisis-driven innovation has a long history.
Atypical circumstances such as wars and economic downturns create new needs, which in turn lead to new solutions — the radio, stainless steel, and Toyota’s lean manufacturing process are just a few stand-out examples. Wharton professor and Vice Dean of Innovation and Entrepreneurship Karl Ulrich says today the pandemic is no different, and the move from crisis stage to a “new normal” is engendering a new set of needs to meet. “Wharton’s dean recently stated, I think correctly, that we have an opportunity to take advantage of everything we've learned from the pandemic and to roll it into business as usual. Understanding collaboration and why it matters. People are more motivated when they have a say in decisions and accountability for results In the past year, we’ve seen a rise in brand collaborations and partnerships between companies, many of which have produced successful campaigns, products and services.
This trend is a great example of why we cannot rely only on ourselves to succeed — we must pool the expertise of others to complement our strengths, especially in today’s uncertain climate. While we tend to think of collaboration as external, we often overlook the collaboration that happens within the organisation. The entire business can only function when the people within the organisation are working together toward common goals. A CEO guide to today’s value creation ecosystem. In the blink of an eye, COVID-19 disrupted the business environment and illuminated a profound, sometimes overlooked truth: that to create, protect, and sustain enterprise value, executives must consider a set of stakeholders much wider and more diverse than just shareholders.
Disruption and the breadth of the value creation ecosystem are, in fact, connected. In recent months, as supply chains have faltered, channels to market have evolved, and companies’ roles in caring for their customers and employees have been magnified, it’s become clear that the pursuit of financial productivity and profitable growth, long the core of traditional value creation models, is inadequate on its own. Companies must do more. Does Your Company Lurch From Crisis to Crisis? Many organizations find themselves in a perpetual state of crisis and rely on company “heroes” to put out the fires.
While many people love the feeling of saving the day, it shouldn’t be a way of life. If you’ve wondered why your organization performs... Arguing your way to better strategy. Making Great Strategy: Arguing for Organizational Advantage by Jesper B.
Sørensen and Glenn R. Carroll, Columbia University Press, 2021 There is no shortage of theories regarding the proper basis for a winning corporate strategy. Transformation Through Ecosystems. We have all likely read plenty of articles about agility and resiliency and why having a flexible operating model is crucial for preparing for a force majeure that would upend the way business is done.
It was a thought exercise that became a reality in 2020 with the advent of COVID-19. Now, competitive weaknesses have been revealed, as have competitive strengths. How disruption equips us to rethink and reinvent. Around the world, every country is dealing with significant disruptions.
Some are global, such as COVID-19. Others are more local, such as Brexit here in the UK. 2021 Predictions Series – Emergence. This may not feel like a good moment for our annual Predictions.
Indeed, it seems incompatible with the “new normal,” which is marked by extreme unpredictability and extraordinary disruptions. But there has never been a time in which we needed to understand our future more—nor have we had such an opportunity to tap into the creative force at the heart of this disruption. As leaders, it is our role to mine that energy as a force for growth and continuous reinvention. At the same time, we need a new way of thinking about leading people and organizations to achieve their purpose—and to thrive in a sustainable way. Changement:Les mutations en entreprise.