Artificial Intelligence (AI) is not intended to replace humans, since it does not have their capacity to adapt to change, especially in a highly volatile environment such as the one we live in today. Moreover, AI cannot use emotional intelligence, a crucial soft skill in relationships with employees. On the other hand, AI can boost productivity and profitability if it is used properly.
The Covid-19 pandemic health crisis brought about major repercussions in the business world. In addition to its economic impact, it has led to significant changes in the way companies operate and, consequently, in well-being at work. In the face of successive lockdowns, we have witnessed an acceleration in the digital transformation. Remote working, or working from home, has emerged as the most appropriate response to this new reality. This upheaval in the way companies operate has changed the daily lives of employees, who must now reconcile their professional commitments with their private life. So what is the new set of skills a manager needs to lead the shift in the post-Covid era?
Humans are by essence emotional beings. And contrary to what you might think, emotions are not detrimental in the workplace. In fact, research has shown that emotions have a place in the workplace. They are even essential to the productivity and motivation of teams. Moreover, these same researches show that IQ is not a sufficient indicator to measure an individual's intelligence, especially in the work environment. Emotional intelligence also plays a key role...
After four years of marathon negotiations, during which the Brexit was the subject of unprecedented daily media coverage, the European Union and the United Kingdom finally acted on their divorce this year. As of January 1, 2021, European rules ceased to apply on British territory and the hard-fought new agreement finally came into force. All possible efforts have been made to avoid the United Kingdom’s abrupt exit from the EU and to spare bilateral trade agreements. Unsurprisingly, the Brexit is still in the news today, as its effects are still being felt in large parts of the European economy.
The luxury industry’s year 2020 has been one of paradox. For sure, the Covid-19 crisis has led to the largest ever decline in this sector with a shrinkage in market size to €217 billion, representing a 23% decline from 2019. On the other hand, the 19th issue of the Bain & Company report shows that this crisis has also significantly boosted the transformation of the luxury industry. How does the luxury industry intend to reinvent itself to adapt to the challenges of digitalization and the new ethical expectations that consumers are no longer willing to sacrifice? Read on as the American Business School of Paris discusses this challenge.
The Covid-19 pandemic and the ensuing health crisis are impacting France like the rest of the world, with significant repercussions on the lives of the entire population, including students, who are facing numerous difficulties: precariousness, isolation, malaise, digital divide, mental health issues, etc. This observation was confirmed by the second publication of L’Etudiant’s barometer of confidence in the media’s future. In this unprecedented context, what should young managers expect when entering the job market? The American Business School of Paris shares its insight.
The participants in the Next40 and French Tech 120 (FT120) were unveiled on 8 February by Cédric O, Secretary of State for Digital Transition and Electronic Communications. For this second edition, the FT120 is welcoming around thirty new start-ups and the Next40 is welcoming 12, including 9 from the first FT120 promotion. These new participants will be given a special program to boost their business development. Initiated in 2019, this project aims to promote and support the most promising start-ups that will eventually become tomorrow’s technology leaders. The main addition to the 2021 edition is the introduction of a Board Impact to promote diversity and gender equality.
Management in times of crisis calls for the company’s ability to manage uncertainty and cope with the unknown. During the Covid-19 pandemic and the professional constraints it caused, the role of managers proved to be decisive in the process of reorganising the company. They had to be agile in challenging the usual work configurations in order to preserve the health of employees and maintain a satisfactory or at least reasonable level of productivity. Today, uncertainty must become part of the management process and culture of the company. Managers must lead a paradigm shift to get there. The manager must make employees aware of uncertainty but also let them know what measures are planned to deal with it. This is the best way to help them carry out their activities in the best possible conditions and to bring serenity to a challenging environment.
Startups and humanitarian organizations seem to be increasingly interested in cryptocurrencies, both to access funding and donations but also as a new secure payment method. It must be said that the virtual currency has many advantages, such as lower fees for online transactions, better protection against identity theft and flexibility in carrying out transactions.
Corporate responsibility is a question of balance: it is about reconciling the interests of the company with those of the social body in which it operates, in a context of mutual dependence. Companies need a healthy and dynamic social body in order to develop and prosper. In concrete terms, corporate responsibility refers to the initiatives taken by companies to maintain and consolidate the symbiotic relationship that binds them to their social body. These initiatives are not just about economics. They extend to other social, ecological and ethical considerations.