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Comment voulez-vous comprendre sans savoir ? Les débats qui nous entourent dans cette année électorale foisonnent d’hypothèses ou d’affirmations, de questions et de préoccupations auxquelles répondent des propositions et des solutions sans que l’on sache si ceux qui parlent savent de quoi ils parlent. Cela ne veut pas dire qu’ils sont ignorants, mais qu’à défaut de « simplexité », la complexité des sujets à traiter ne s’accommodent pas de jugements péremptoires. Il existe aujourd’hui de ces questions largement mises sur la place publique qui pourraient être cités comme cas d’école.
Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates.
Picture two global companies, each operating a range of different businesses. Company A allocates capital, talent, and research dollars consistently every year, making small changes but always following the same broad investment pattern. Company B continually evaluates the performance of business units, acquires and divests assets, and adjusts resource allocations based on each division’s relative market opportunities. Over time, which company will be worth more? If you guessed company B, you’re right.
Frameworks abound for developing corporate strategy. But there’s no textbook or theory that explains how to deliver on that strategy by shifting capital, talent, and other scarce resources from one part of a business to another. One reason is that the moves each organization must make at any point in time are unique. Another is that different senior executives have different roles to play. But that’s not to say companies can’t learn from one another—in fact, understanding the broad range of reallocation challenges faced by different executives sheds valuable light on common pitfalls and the decision-making processes for sidestepping them. Featured here are perspectives from two different industries and corners of the C-suite.
In 2009, Wikimedia 1 launched a special wiki—one dedicated to the organization’s own strategy. Over the next two years, more than 1,000 volunteers generated some 900 proposals for the company’s future direction and then categorized, rationalized, and formed task forces to elaborate on them. The result was a coherent strategic plan detailing a set of beliefs, priorities, and related commitments that together engendered among participants a deep sense of dedication to Wikimedia’s future.
Global organizations appear to be well armed in the war for talent. They can tap sources of suitably qualified people around the world and attract them with stimulating jobs in different countries, the promise of powerful positions early on, and a share of the rewards earned by deploying world-class people to build global businesses. However, these traditional sources of strength are coming under pressure from intensifying competition for talent in emerging markets. Talent in emerging economies is scarce, expensive, and hard to retain. In China, for example, barely two million local managers have the managerial and English-language skills multinationals need. 1 One leading bank reports paying top people in Brazil, China, and India almost double what it pays their peers in the United Kingdom. And a recent McKinsey survey in China found that senior managers in global organizations switch companies at a rate of 30 to 40 percent a year—five times the global average.
As global organizations expand, they get more complicated and difficult to manage. For evidence, look no further than the interviews and surveys we recently conducted with 300 executives at 17 major global companies. Fewer than half of the respondents believed that their organizations’ structure created clear accountabilities, and many suggested that globalization brings, as one put it, “cumulative degrees of complexity.” However, our research and experience in the field suggest that even complex organizations can be improved to give employees around the world the mix of control, support, and autonomy they need to do their jobs well. What’s more, redesigning an organization to suit its changing scale and scope can do much to address the challenges of managing strategy, costs, people, and risk on a global basis.
You are here: Home / Bizarre / Top 10 Civilizations That Mysteriously Disappeared Throughout our history, most civilizations have either met a slow demise or were wiped out by natural disasters or invasion. But there are a few societies whose disappearance has scholars truly stumped: 10.
Un article de Wikipédia, l'encyclopédie libre. La stratégie d'entreprise (ou management stratégique ou politique générale ) est : selon Igor Ansoff : « le pilotage des modifications de relations du système entreprise avec son environnement et de la frontière de ce système avec ce qui n'est pas lui » [ 1 ] .