Based on Freedom, Inc.: Free Your Employees by Isaac Getz and Brian M. Carney (Crown Business, 2009); “Créer une performance durable” by Christine Porath and Gretchen Spreitzer (Harvard Business Review , November 2015); and Reinventing Organizations by Frédéric Laloux (Nelson Parker, 2014), an interview with Alexander Gerard, head of the inov- On group and CEO of CHRONO Flex and an interview with Chrystèle Verfaille, head of digital acculturation, BNP Paribas.
Based on an interview with Jean-Florent Rérolle, head of valuation and strategic finance at KPMG Corporate Finance, February 2013.
Based on Standing on the Sun: How the Explosion of Capitalism Abroad Will Change Business Everywhere by Christopher Meyer with Julia Kirby (Harvard Business Review Press, February 2012), “Winning the $30 trillion decathlon: Going for gold in emerging markets” by Yuval Atsmon et al. (McKinsey Quarterly, August 2012) and “Natura Cosméticos, S.A.” by Robert G. Eccles, George Serafeim, and James Heffernan (Harvard Business School, November 2011).
Thus far, CSR policies have not been noted for their overwhelming impact. On the whole, they remain a result of legal obligations or peripheral engagements. Wayne Visser suggests instead envisioning societal engagement as an integral part of strategy. Based on The Age of Responsibility, CSR 2.0 and the New DNA of Business by Wayne Visser (Wiley, February 2011) and an interview with Thomas Osburg, Director Europe Corporate Affairs at Intel, April 2011.
Are boards of directors truly independent actors in matters of governance? Based on “How Boards Can Be Better—a Manifesto,” by Robert J. Thomas, Michael Schrage, Joshua B. Bellin, and George Marcotte, MIT Sloan Management Review, winter 2009.
How can leaders make decisions when none of the solutions available to them are satisfactory? The best leaders know how to resolve this dilemma. Their ability to think in an “integrative” way enables them to effortlessly combine the best elements of opposing ideas to generate a truly creative resolution. Based on the book The Opposable Mind, by Roger Martin, Harvard Business School Press, December 2007 and the interviews with Isadore Sharp, Chairman and CEO, Four Seasons Hotels & Resorts and Bob Young, founder of Red Hat Software, president of Lulu.com
What are the mechanisms of persuasion? Based on “Compel”, the book by Robert D. Gilbreath, Wiley, December 2007 and the interviews with Hoh Kim, founder of THE LAB and Cialdini Method Certified Trainer (CMCT) and Pauline van der Meer Mohr, founder and president of the Amstelbridge Group and former Senior Vice-President of Human Resources for ABN AMRO Bank, The Netherlands.
Strategy Execution: Adopting a Formal Framework for Lasting Success. Based on the book by Robert S. Kaplan, David P. Norton, "The Execution Premium, Linking Strategy to Operations for Competitive Advantage" (Harvard Business School Press, 2008), and the interviews of John Rhodes, CEO, Luxfer Gas Cylinders (LGC) and David Rix, CEO Luxfer Gas Cylinders Europe.
Management feels it’s being clear about its expectations, but still isn’t getting what it wants. Meanwhile, managers don’t trust their teams enough to assign them meaningful tasks, and employees feel as if their hands are tied. How can managers execute strategy or bring about change when their current managerial approaches fail to empower employees?
Based on the book of Filip Vandendriessche, “Diriger sans imposer“, Éditions d’Organisation, 2007, and the interviews of Joost Schrevens, health security consultant for the petrochemical industry and Marc Desenfans, CEO of Unilever Ivory Coast.
From conception to revision, Kaplan and Norton provide strategy model whose systematic, well-defined framework ensures that companies won' t get stuck in a strategic rut.