« The need for transformation has never before been more keenly felt in the corporate world. Digital-first companies, such as Amazon, Facebook, Google, and Twitter, are amassing market share and capitalization, but only a few brick-and-mortar corporations (think Apple, Nissan, and HCL Technologies) have been able to change fast enough to catch up with their rivals. Why do companies that lose their relevance find it so tough to recover? »
- One,, and compressed advantages built on physical reach
- Two, with the emergence of specialized organizations that can handle manufacturing and logistics, customer support and after-sales services, and IT,.
- And three, the new technologies have made possible more consumer analytics, greater visibility, and scale, forcing a move away from standardization and towards personalized offerings and unique experiences.
- As a result, the winning formula has become: Innovative Ideas + Delivering Unique Experiences + Enabling Leadership.
- The Logic Trap. Companies often have to consider doing what others believe is impossible; they can’t change radically by thinking within the boundaries of reason
- The Continuity Trap. A comet leaves behind a tail long after it has disappeared, but astronomers, knowing that the comet has gone, quickly re-calibrate their telescopes to search for the next one. By contrast, many business leaders take comfort in the past — essentially staring at the long-gone comet’s tail — rather than getting excited about the uncertainty of the future.
- The Leadership Trap. If the source of today’s competitive advantage lies in the interface between employees and customers, the leader’s role must change from being a commander to an enabler of bottom-up innovation.
- The impact of digital technologies on business and leadership models is the biggest issue facing corporations nowadays. It’s an opportunity for business leaders to stand up, be counted, and convert the threat into an opportunity for transformation without settling for incremental change.
« Where governments have failed to restore previous world growth levels, could a management renaissance do the trick? Noting in a Harvard Business Review blog that a mere 13 per cent of employees worldwide are engaged in their work, with twice as many disengaged or hostile, Richard Straub and Julia Kirby call for a “Great Transformation” that would set the world on a new path to sustainable growth. »
- Clayton Christensen, holder of the unofficial title of the world’s most influential management thinker, blames managers’ short-termism for companies’ preference for innovation that cuts costs (usually jobs).
- dismantling the bonus culture that misdirects managers’ investment decisions is the single most important task for economic and social policy today.
- “Instead of liberating the creative and innovative energy of employees [ … ] blind processes and rigid hierarchies still hold them down.
A-list management voices as well as a cohort of younger thinkers and doers, have been calling for the reinvention of management along these lines for years. But nothing much has changed,
- What locks them all together in a tight, self-reinforcing paradigm is shareholder value – the assertion that the sole purpose of the company is to maximise returns to shareholders.
- So, yes, an era of management-led growth is both feasible and urgently needed. But the renaissance will not flourish unless a stake is driven through the heart of the shareholder-primacy zombie first.
» Management science as it is taught today and embedded in firms’ structures and processes still assumes that the introduction of a new offering – let alone a new business model – is the exceptional event and not the norm. »
- the evidence is that managers themselves have resigned themselves to not matter. There are so many practices that they are engaging in that cause management not to matter.
- The problem is that most academics, in their attempts to create theories, begin and end at the level of data. And increasingly they don’t know what is going on in the dumpster because they haven’t spent any time living there.
- They didn’t create the data – so they manipulate data without even recognizing that it is a proxy for reality. They think it is real.
- If you have a construct, then it’s just a hop, skip, and a jump away from understanding what really causes things to happen.
- Corporations actually have diseases and they are rooted in processes inside of companies. I don’t think Peter spent a lot of his time manipulating data. He tried to understand processes that go on inside the company so that he could understand, “you have this disease, and you don’t have that disease.” Of all the contributions that Peter Drucker gave to managers, above everything else is that he taught us how to think.
- And so the evaluation of the ideas quickly turns into a review of how good the numbers look, as opposed to being a substantive discussion about things that are not known. That’s why I think we’ve regressed
- Do managers matter? They actually don’t matter unless they are trying to get ahead of themselves and create the insight to frame what is really going on in the world.
- Much of me believes that the role of finance in our economies will diminish very significantly in the next ten years.
- The cost of capital is negative. Seeing these kinds of things happen, I think banks, many of them, won’t exist ten years from now.
« La banque de détail doit changer sa manière de commercialiser ses produits. Un client n’hésite plus à changer de banque s’il n’est pas satisfait. La Société Générale fait appel au Big Data afin d’évaluer le meilleur moment pour proposer des produits à ses clients. Cela passe notamment par l’analyse textuelle des emails. «
- Ils réalisent également du Data Mining industriel afin de déterminer le meilleur moment pour contacter un client. La Société Générale procède à 36 mesures dans le temps. Cette démarche cherche à trouver des corrélations entre ces 36 moments et les 8 millions de clients de la banque.
- Ainsi, via de nouvelles approches marketing, il sera possible d’utiliser les canaux digitaux pour proposer les bons produits au bon moment. Cela implique une autorisation préalable des clients, dans le cadre d’une démarche d’opt-in
- Au global, le Big Data de la Société Générale est utilisé pour agir sur trois dimensions : le « time-to-market », la personnalisation et le multi-canal. La banque de détail doit adapter son « time to market » à des clients exigeants qui veulent des réponses immédiates.
- Le Big Data devient indispensable pour cibler chaque client, et lui proposer une offre personnalisée. L’analyse du contenu des mails peut donc être un déclencheur.
- La banque de détail doit donc valoriser ce levier relationnel en personnalisant les « conversations » post visite via les différents canaux disponibles qu’il s’agisse de l’email, du web, du mobile ou du centre d’appels.
- Le point primordial est la compréhension du changement de comportement des clients en France depuis les années 1980 et la libéralisation du service de crédit. Le secteur bancaire s’est transformé d’un service perçu comme un service public en un service commercial « one stop shop ».