Understanding executives’ individual decision-making styles can help companies improve the use of AI in strategic initiatives and overcome flaws in human judgement, according to Christoph Keding and Philip Meissner.
Louis-David Benyayer takes a look at a scientific paper showing that system-generated recommendations are not always more efficient than experts’.
Philippe Houzé, the executive chairman of the Board of Directors of Galeries Lafayettes, shares how he became a global leader in luxury.
Customer experience leaders can benefit from literature more than you might think, to anticipate customer impressions and create new experiences.
Frédéric Fréry explains why management models like the BCG Matrix and Blue Ocean Strategy are so successful, and what we can learn from it.
Interview with Davide Bollati, Chairman of the Davines Group, about why he chose to be part of the global B-Corp movement for an inclusive, equitable, and regenerative economy.
For Violette Bouveret, the skill that teams need to acquire in order to face overwhelming challenges and avoid paralysis is the capacity to solve complex problems.
How can leaders develop and implement a business strategy that is both suited to market fluctuations and delivers results? Enter strategic agility.
Do you know the story of GoPuff, Gorillas and Getir, among others? Prof. Frédéric Fréry explains how this military doctrine applies to the economic field.
Prof. Louis-David Benyayer reflects on an article published by HBR making the case for in-company data.
The agile method of the future? Art Thinking is an alternative to traditional client-focused methods. Its application facilitates innovation and allows the user to create the improbable with certainty.
Prof. Frédéric Fréry explains where the analogy between corporate strategy and military strategy comes from, but that business may have more in common with seduction than war.
