What Approach and What Future for Companies Hit by COVID-19? Managing Contradictions in the Affected Companies
What we are experiencing is similar to an earthquake of strong magnitude. Everyone agrees that there will be a before and after Covid-19. Whilst this earthquake assails us all, we do have control of the choices and decisions to be made. These will determine how crippled or strengthened we will be by the end... As always in times of crisis there are losers and winners, the cards are redealt.
Leading Effectively Remote Teams: People's Relationships First
Leaders, managers and coordinators often find challenging to lead remote teams. Why? Patrick Delamaire, Adjunct Professor at HEC Paris, shares his learning gained from HEC Paris where he teaches leadership to hundreds of leaders, with a specific focus on remote management. Some of these takeaways might be useful for you especially during this current pandemic situation.
It is (More Than Ever) Time to Reinvent Your Business Model!
Today's coronavirus crisis has driven down our economy. Such a pause has a negative impact on world trade and economic growth; its social implications (loss of income and employment, increased inequality…) will have explosive consequences. In this context, there are many calls for a model change: let's not just press the "pause" button to restart the existing model, let's use this opportunity to reinvent it!
Super-acceleration and short-termism in Shanghai
Within the last 30 years, Shanghai has been through a dramatic evolution similar to the one that Paris has experienced for more than a century. This phenomenon has had a considerable impact on both life experience and the business environment. For 5 months, I conducted one-of-a-kind field research on how people in Shanghai experience what can be called “super-acceleration”. This experience, closely tied to a feeling of short-termism, can be defined as the fast expiry of trustable bearings.
Are you utilitizing your communication skills to the maximum?
In any organisation undergoing significant change, communication is key in ensuring the commitment of the workforce to the change. Only if employees understand the planned change and recognise its importance, can they be expected to strive toward its success. In order to broadcast messages of change, corporate communication reaches employees through the usual channels, including speeches, newsletters, the intranet, meetings, or trainings. While employees can learn what the change is about through these channels, it is often not sufficient to secure their buy in and full support. Providing information and sharing expectations is important but it does not necessarily win over hearts and minds.
Leading with Sense, the Intuitive Power of Savoir-Relier: Interview with Valérie Gauthier
In her most recent work, Leading with Sense: The Intuitive Power of Savoir-Relier (Stanford University Press), Valérie Gauthier, Professor at HEC Paris and holder of the HEC-Pernod Ricard Leadership Chair, describes how a switch from top-down leadership, with the emphasis on authority, to open leadership based on trust and sense, can revolutionize management modes.
The power of reflection at work: Insight by HEC Professor Giada di Stefano
In a busy business world where everyone wants to increase the performance and productivity of the workforce, we tend to work faster and harder, making ourselves overwhelmed and running after time. A recent study by HEC Paris Professor Giada Di Stefano shows that to stop and think is not a waste of time, and would help us to be 23% more productive.
Case Study: Creating Value through Employee Empowerment
HEC Professor and Holder of the Webhelp Chair ‘Human Capital & Performance’ Charles-Henri Besseyre des Horts, has written a case study on the Indian IT Company ‘HCL Technologies’ whose former CEO, Vineet Nayar, has developed the ‘Employees First, Customers Second’(EFCS) philosophy. The case study highlights HCL’s journey from EFCS to ‘ideapreneurship’ and mentions employee culture at HCL as a key catalyst for its healthy performance.