There is a paradigm shift in progress these days in corporate governance. It is going mainstream to the extent that major global business and political leaders advocate a change in the existing corporate model. The new paradigm is about moving from shareholder capitalism to stakeholder responsibility, from short-term to long-term thinking. All eyes are put […]
May 25, 2021
Each individual experiences a crisis differently. Our research on COVID19 impact on the employer-employee relationships highlights it. How then mobilize teams if the ones see a crisis as a major source of risks, whereas the others perceive in it a bunch of opportunities? What does it mean for companies and managers when it comes to engage or re-engage employees? Aligning teams around the organization’s purpose is a powerful answer to these questions. But diving back into Maslow hierarchy of motivations beforehand is key to avoid any strategic unconsistency or reputation damage.
Much talk, little action. These words sum up the growing interest in diversity and inclusion in corporate statements, combined with companies’ failure in improving fairness in their governance and structures. As evidenced by statistics, only 15% of companies in Europe treat diversity and inclusion as business and organizational issues. But civil society’s pressing demand towards institutions to better represent it in the decisions that collectively and individually impact citizens, cannot be overlooked. Neither by governments nor by the private sector, which should focus on the proven benefits of diversity and collective intelligence on performance to move forward.