Coming out of lockdown, continuing or not to remote work and (re)building team dynamics are bringing a new lot of unanticipated deep issues to address [https://innovation-copilots.ghost.io/the-pains-of-transformation/]. I’ve been hearing recently a lot of questions from managers about how to deal with people’s anger.
Nobody really talks about the pains of transformation. When speaking about change, leaders have a tendency to dangle the carrot of potential vague future benefits. We need to acknowledge the pains of transformation whether they are at the individual, team or organizational level, so that we can gather the courage
Since my TEDx talk in 2014 entitled “emotions at work,” I’ve been watching for signs of increasing levels of acceptance of emotions in the workplace. Emotions are a well-covered subject in sciences, and business sciences, by researchers and PhDs, but that doesn’t mean this is mainstream. After all,
The corona virus pandemic has and will continue to trigger our emotions. Mainly because it is a “life event” which encompasses three life challenging notions at the same time: our survival instinct, a sudden (sanitary, personal, professional, financial and societal) crisis, and a potential radical change in our way of
I’ve been observing for the past few months how company cultures have been either supporting or hindering the organisation’s ability to deal effectively with the radical change brought on by covid-19. The pressure exerted by our environment or new circumstances is highlighting the best and the worst in
Strategy
As a follow-up to my series of articles on the Covid-19 crisis I’d like to share a few ideas on what corporations could do to adjust and embrace turbulent times. Now, a few words of warning. I generally dislike these kinds of discussion because they end up giving advice
I have heard many stories since the beginning of the lockdown period, about how people dealt more or less effectively, some with ease, some with pain, stress and high emotions. One of the aspects I have noticed was how differently introverts and extroverts handled the situation of lockdown and remote
Strategy
Sharing a great quote fished by Nicolas COLIN [https://europeanstraits.substack.com/p/the-rise-of-a-new-china?token=eyJ1c2VyX2lkIjoxMDEzNTgwLCJwb3N0X2lkIjozNzU1MzgsIl8iOiJVZExHYiIsImlhdCI6MTU4NjkzNzE4OCwiZXhwIjoxNTg2OTQwNzg4LCJpc3MiOiJwdWItMTc1MDMiLCJzdWIiOiJwb3N0LXJlYWN0aW9uIn0.o7LCeOxbH2IvtUDeTkX1NRAdGeOretFOmQOssSbYbgY] on how China innovation culture compares to America (and the West). When ‘normal’ means the world is in flux, adapting to it is an on-going process of problem resolution. The
One of the most critical videos you can watch about managing uncertainty is one of the very few recorded interventions of the brilliant Pierre WACK. He was one of the (mostly) unknown heroes who single-handedly reinvented the business forecast discipline in the eighties with his scenario-planning approach. What do you
Most businesses are feeling the current impact of the Covid-19 crisis as a sales and cash-flow problem. It’s more than fair. Yet, there is an underlying impact that is probably misunderstood or not fully anticipated. You see, in normal times, there is a kind of thermodynamic equilibrium to innovation
A quick recap on Part 1 [https://innovation-copilots.ghost.io/covid-19-crisis-a-strategic-analysis-part-1] key ideas… In Part 1 of this analysis I made four points about the nature of the Covid-19 crisis: (1) Plan for major disruption until at least mid-2021 [https://www.statnews.com/2020/04/01/navigating-covid-19-pandemic/]. There will be
Since 2009, I’ve been giving a few times a year a class on business model design for the executive MBA students of Kedge Business School, in Marseille, Paris, and Shanghai. It’s usually a fully packed 3-day class where we discuss the difference between managers and leaders as the