ESCP alumna Florence Bernet explains how a culture of learning can be a transformative force in unlocking the full potential of your workforce.
With hybrid work on the rise, Frédéric Plais, CEO of remote work trailblazer platform.sh, shares insights on what companies can learn from a business that has thrived on remote operations since its inception in 2014.
In the contemporary workplace, passion can be the secret ingredient that ignites collaboration. But how can managers distinguish passion from enthusiasm?
As we navigate the complexities of the modern workplace, where virtual meetings are more frequent than face-to-face interactions, the question of how to foster connection and trust has become paramount.
A team of researchers explores four major transformative processes and their benefits and downsides for employees’ performance, skills, career advancement and well-being in the future of work.
ChatGPT and generative artificial intelligence: What upheavals will the managers of the future face?
With the generative AI revolution, how can managers best approach this new technology that will change the way we work? Louis-David Benyayer this topic in his Executive Education white paper.
The rise of hybrid work has brought new opportunities for knowledge sharing in the workplace, but also challenges. However, there are ways for organisations to effectively exchange information and ideas to drive success.
In a future defined by careers and challenges that don’t exist yet, how can you find a meaningful way to plan for the years ahead?
Héctor González-Jiménez has some expert guidance on how to navigate the rise of generative AI tools — and avoid being supplanted by AI.
Encouraging employees to use entrepreneurial thinking and action is the key to safeguarding a company’s long-term existence, claim Christoph Seckler and Peter Borchers. This is how businesspeople motivate and promote their workforce.
As employers grapple with labour shortages and the Great Resignation, they are turning to a growing trend: sourcing human capital from within the organisation, aka quiet hiring.
Almudena Cañibano and Argyro Avgoustaki explain that factors beyond the organisation, such as labour market conditions, play a key role in employees’ interpretation of telework as a potential threat.