Rehumanize the company in the AI era
Human is a differentiating that machines will never have artificial intelligence is essential at high speed in all sectors (automation,
Create a living corporate culture, not frozen
Ask any manager what he thinks of “corporate culture”, and you will probably have an enthusiastic response. However, in fact,
Strategic vulnerability: an adjustment competence, not a carelessness
When a leader incorporates its vulnerability, several positive effects appear. First of all, its authenticity is reinforced. Employees feel that
The founder ego: ally or saboteur?
Behind each successful enterprise hides an impulse, a vision, a dream brought by a person or a small group of
Direct without getting lost: building leadership aligned with its deep values
Being a leader means bringing a vision, making decisions and permanently influencing the lives of others. But it is also
Cognitive biases in entrepreneurship: should we correct them … or learn to live with it?
He launched his box on a whim, convinced that he had “the idea of the century”. She refused a fundraising
Decide as a team without ever voting
Choosing collectively without resorting to the vote requires an organization of exchanges based on the quality of listening and the
Remove fixed hours without switching to full telework
Rearranging schedules without generalizing telework requires a fine approach to the organization of time. Remove the fixed hours initiates a
Create an internal interface dedicated only to managerial discomfort signals
The discomfort signals linked to managerial practices generally circulate in a fragmented, informal, or too late way to generate a
Build unlocked managerial prototypes
Deploying an unusual managerial prototype supposes an unusual dynamic in organizations. The absence of a directive framework does not eliminate