The real act of discovery consists not in finding new lands but in seeing with new eyes. Marcel Proust
“Siloed” organizations, which used to be highly effective, prove less relevant in today’s complex environments. How can we avoid the downside of an organizational model in which we had previously found so many qualities?
Some innovations cannot stem from a single enterprise. In domains such as radical innovation or sustainable development, the concerted mobilization of numerous actors may be necessary. How can you successfully implement such extended collaboration?
Make or buy? This question is central to strategic analysis. Yet, the way it is formulated is outdated: today, it is often more effective to borrow resources. What are the recipes to succeed at this strategy?
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