Management is nothing more than motivating other people. Lee Iacocca
Finance and Measurement
What systems to implement to more closely manage the operation of the organization? How to acquire the means necessary to attain the objectives? How to track the value created?
Low-cost is often assimilated with cheap prices and cheap quality to match. Wrongly so! This dramatically innovative business model has generated major savings. Could low-cost offer new inspiration to improve the profitability of your organization?
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 Yet, the way it is formulated is outdated: today, it is often more effective to borrow resources.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?
The duration and extent of the economic crisis makes it difficult for business to know where to turn and what to do. Indeed, how do you find the right balance between prudence and audacity to continue moving forward?
The “wisdom of crowds” turns out to be infinitely more reliable than individual good sense, and even expert predictions. How to gather and capitalize on employees’ collective perception of company stakes?
“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?
In the current economic crisis, social responsibility or environmental performance issues are often relegated to the background. How can businesses turn CSR into a source of strategic innovation and creation of economic value?