Tag / consulting
Le ticket moyen s'élève à 3,5 millions d'euros, selon le baromètre Cap Gemini Consulting / eCap Partner.
I have some things I need to get off my chest. This is a ramble, but I’m in too much pain to tidy it up. If it’s too rambly, go to the final section about naming names at least, please.
Not Here was written in 2014, the year of #YesAllWomen. I might call it the moment I “woke” up, but like nested nightmares in which you wake up just to find yourself in another nightmare, I keep waking up and it doesn’t look to be stopping soon.
Shortly after I wrote Not Here, I wrote “Tweaking the Moral UI” for A List Apart. I went through rounds and rounds with my editor. If we were going to write this for a very male developer-heavy audience, we were going to have an article that was airtight. The only time I’ve come even close to that degree of editing was when I wrote for a peer-reviewed journal and a panel tore apart every sentence. For the Moral UI, every sentence got torn apart twice.
Potentially angering men is a dangerous business if you are a woman.
A woman’s worst nightmare? That’s prett..
You block time on your calendar for a yoga class, lunch with a friend, or even a tech Shabbat. But how often do you cancel it due to what seems a more urgent work demand? Recent research from Boston University and Harvard Business School faculty shows that with the unrelenting pace and volume of work, setting and keeping boundaries has never been more challenging — or more important.
As a leader, you have an opportunity to model behavior in a meaningful way and facilitate appropriate boundary setting for your team members and your organizations’ employees. This is necessary even if setting and keeping boundaries is an area you struggle with yourself.
I understand the challenge. As an investment banker at Goldman Sachs in the 90s, work came before everything else. To the firm, I was the “ideal worker” — a phrase sociologists use to describe a problematic archetype of a fully committed employee with no personal “entanglements.” I was single with no children, and had almost unlimited ca..
One of the mistakes CEOs often make with their diversity efforts is assuming everyone shares their goals. In my experience — consulting on gender with hundreds of companies — this is rarely the case. Leadership teams are usually not aligned on gender issues and objectives. And if they’re not, you can bet the rest of the organization isn’t either.
Gender balance is not a generally accepted goal. If you think it is, you haven’t been listening. Leaders need to acknowledge this — and meet people where they actually are.
For recent evidence of this, look to Google’s firing of James Damore. The software engineer sent a lengthy written commentary around the company, characterizing Google’s efforts to create a more gender-balanced workforce as an ideological crusade. The lesson companies should learn from this is simple. If you don’t engage with your “in-group,” their frustration and emotions will come out in the only space they feel is available to them: online, at the water cooler, in your..
Several years ago, I started getting regular consulting requests from companies seeking help managing Millennials. When I asked what they were struggling with, I heard comments similar to these:
“Millennials don’t seem to care about the work or the company. They will let us train them and then quit the following week for a job for more money.”
“Millennials don’t understand the meaning of work — they want rewards without having to do the work to earn them.
“Millennials only want time off for vacation. That seems to be all they care about.”
As a college professor, I teach Millennials. These complaints didn’t seem to describe the students I knew. They were hardworking, with internships and jobs outside of school they seemed to value. In fact, when I asked them about what they found meaningful in work, Millennials had plenty of answers that weren’t just about money and leisure time.
This got me thinking: Maybe the problem is not that Millennials don’t value meaningful work. Maybe the..
A strange thing happens just before mile marker three in the London Marathon. With approximately 40,000 runners participating in one of the world’s largest charity fundraising events, crowd control necessitates that there be three different starting points. Just before the three-mile marker, these three different routes start to merge onto a single course.
As the different routes start to converge most of the runners start to cheer as they are meeting comrades to join in what remains of the grueling, 26.2-mile journey. However, many of the runners start to boo the runners who are from a different color starting group. All are amateur runners participating in the same race and for fairly similar reasons. For a very short time only, and pretty much by random, they have been separated into different starting positions and assigned to a red, blue, or green group.
The competitive nature of some participants is so high that this random color assigned is enough to evoke an identity. We esse..
by Dan Maccarone and Bob SullivanThe voice is soothing, even sultry, as it cuts through the otherwise empty, black night.
“Overnight, under the covers,” he says, the bass in his voice turned up almost to Barry White levels. He invites himself into bed with you. “Me here, you there.”
Steve Somers is miles away. But suddenly, you aren’t alone.
He’s not offering sex. He’s offering sports. Specifically, “schmoozing S-P-O-R-T-S.” But he might as well be offering sex. Somers helped invent the category of overnight sports talk radio shows in the late 1980s, when there was one all-sports station, WFAN, in New York. Within a decade, there were hundreds of copycats in the lucrative new category. Steve’s late-night style worked because he understood a profound truth about human nature: most people are lonely. Really, really lonely.
It’s no mistake that Somers’ taglines hinted ever-so-gently at another 1980s late-night cash cow — 1–900 telephone numbers. In fact, in graduate school, Bob wrote a pa..
The reluctance their team faced was particularly unsettling, as it challenged the very way they work. Being user-centered is at the core of design thinking. In the step by step of the process, design thinkers empathize with users, find out their needs, create solutions for them and and test with them. So what happens if the user does not seem to want a change?
The will was not there, but the need definitely was. Between 2004 and 2014, more than 4000 butcher shops were forced to shut down in Germany, according to their local association. The process started in the 1990s, as supermarkets became the favoured spot for meat-shopping. As if a dramatic loss of market share was not enough, the industry as a whole started suffering from a serious image crisis.
First came the mad cow disease, then all scandals associated with the way animals are treated in large scale farming and the growing concern about the climate impact of eating meat. With nearly 10 percent of its population going meatles..
Over the past 10 years, the hospital’s managers have transformed their institution from the usual, grim, human-repair shop into a bright and comforting place. By incorporating design thinking and design principles into their planning process, the hospital’s executives, supported by external designers, have turned the hospital into a showplace that has won a number of safety, quality, and design awards — including a nomination for the prestigious Dutch Design Award. Even more important to the not-for-profit organization: patient intake rose 47%.
They started with patient-first thinking. The first step in any design-thinking process is to understand the end-user’s experience. In this case, a team of the Rotterdam Eye Hospital’s CEO, CFO, managers, staff, and doctors wanted to understand how their patients felt when they entered the hospital and what could be done to improve their experience. The hospital board directors realized that most of their patients felt afraid of going blind. Th..
The Danes, like citizens in most developed countries, recognize that the aging of their population presents many challenges. One of these is serving the more than 125,000 senior citizens who rely on government-sponsored meals. Danish municipalities deliver subsidized meals to people who suffer from a reduced ability to function, due to illness, age, or other conditions. Many of the seniors have nutritional challenges and a poor quality of life because they simply do not eat enough. In fact, it is estimated that 60% of Denmark’s seniors in assisted living facilities or residential care units have poor nutrition, and 20% are actually malnourished. The result is both health problems and a low quality of life for the elderly and a greater economic burden on the government. The problem only looks to intensify as the number of senior citizens grows and future generations of seniors expect greater choice and better service.
In response to this growing social problem, the Municipality of Hols..
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