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The HiPPO principle: when opinion replaces decision-making

We thought we had replaced the power of the boss with highly rational approaches, particularly those based on data. A century of management science, from Taylor to Drucker, seemed to have put an end to the reign of intuition and the authoritarian, even authoritarian tendencies of some. Yet in most modern organizations, decisions still too often follow the will of the highest-ranking person, who is often also the highest-paid. The HiPPO phenomenon, which stands for Highest Paid Person's Opinion, shows how the hierarchical reflex resists all managerial and technological revolutions. In short: The...

The HiPPO principle: when opinion replaces decision-making

We thought we had replaced the power of the boss with highly rational approaches, particularly those based on data. A century of management science,...

Learn about Yoshida’s iceberg of ignorance, or what management refuses to see.

In the life of organizations, there are truths that we prefer to ignore, until the day they brutally remind us of their existence. The...

Degenerative artificial intelligence: when AI makes us unlearn how to think

Artificial intelligence promises to increase our capabilities, but what happens when this promise backfires? Warning signs are multiplying, ranging from illusions of competence to...

Boeing: a culture and a slogan can kill a business

In companies, internal slogans are rarely meaningless and often mean much more than words. They are displayed on walls, repeated in seminars, and included...

OPEX, AI, automation: what will happen to knowledge workers?

A few months ago, I came across the latest report from PEX Network on operational excellence and business transformation. While it comes as no surprise...

Social collaboration isn’t lacking tools, it’s lacking permission

Last week, I wrote a long post on corporate social networks, discussing nostalgia for a promising technology that unfortunately preceded the culture necessary for...

Augmented governance: AI as a lever for collective lucidity

As the years go by, corporate governance finds itself caught between an increasingly complex and rapidly changing environment and the structural limitations of its operating model. On...

Corporate governance: modernity as a fig leaf

As companies come under increasing scrutiny for their social and environmental impact, almost all of them are promoting initiatives designed to demonstrate their commitment, such...

People Centric Operations 2.0: how AI is reinventing knowledge work at scale

I have always believed that business performance depends above all on "work design", or how work is actually done by people. In a way, this is...
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