The start-up landscape has exploded since the turn of the 21st century, forging new economic models whose taste for uncertainty and adventure has become the norm.
Information gaps, assumptions, misunderstandings, interpretations, personal biases, and social and environmental influences.
When I began my career in the late 90s, I had a very interesting stint in the development sector. I must admit, a business school degree followed by a corporate job did pamper me quite a bit at the start of my career.
Faster trends, greater social awareness, increased expectations of transparency and the role of business in society must be core to the execution of corporate brand and reputation strategy.
Flat hierarchies, redefined leadership models and wicked problems: business partnerships face several challenges when working together. What’s needed is a new language of collaboration.
The European Commission has taken a people-centric approach to collaborative knowledge sharing, in the process breaking silos, facilitating the flow of information, reducing contradictions and increasing synergies.
Smart collaboration takes time. But it generates higher profits, inspires greater customer loyalty, helps attract and retain the best talent, and delivers greater innovation when specialists collaborate across silos.
McKinsey & Co has a long tradition of taking the pulse around digital social tools, often dubbed Enterprise 2.0.
How can you ensure the implementation of a new strategic direction that is reflected in employee and management behaviour?
Times of disruptive change call for professionals with agile mindsets, able to turn problems into opportunities, who can explore the world from different perspectives and who aren’t scared to fail fast, often and forward.