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INF.- Lessons for digital leaders

Since 2007, our unique research has asked one simple question: What actions can leaders take to confirm their digital investments deliver and sustain value? To get to the answer, we study the practices and performance of global companies, drawn from the experience of  nearly 2,000 business and technology executives. This year we have identified 10 critical attributes that correlate with stronger financial performance. Top-performing companies are more deliberate in their digital strategy, innovation, and execution. They are more likely to have CEO commitment, strategic clarity, and shared understanding. They are more apt to take a broad view when applying technology and identifying sources of innovation. And they are more prone to being skilled at turning their data into insight, proactive in cybersecurity, and consistent in measuring outcomes from digital investments. Those organizations that displayed these attributes—our Digital IQ leaders—were twice as likely to achieve more rapid revenue and profit growth as the laggards in our...

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INF.- Innovation Union Scoreboard 2015

The impact of the economic crisis has become visible for several Member States which showed a decreasing innovation performance compared to last year. Last year's edition showed that there were positive signs as the innovation performance improved and the catching up process of less innovative countries resumed after it had reversed two years ago. This year’s edition shows a mixed picture, with 13 Member States presenting a declining innovation performance and 15 Member States improving their performance compared to last year. However, differences are becoming smaller between the different Member States: innovation performance has continued to converge in 2014 following the trend resumed last...

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INF.- Global Wealth 2015: Winning the Growth Game

The wealth management industry has arrived at an inflection point. While one group of players seems to be guarding the status quo, another group is seizing the moment. These proactive institutions are doing more than their competitors to raise their game in ways that will ensure profitability and market-leading positions over the next five years and beyond. Given the current market dynamics, we have placed special emphasis in this year’s Global Wealth report on what the most successful players in today’s wealth-management industry are doing right. Using data gathered from benchmarking studies carried out over the past three years, we have identified those organizations whose performance has consistently surpassed that of their peers. For example, although robust asset performance drove growth for most players in 2014, some institutions were able to gain higher revenues per relationship manager, acquire greater amounts of new assets, and achieve leading revenue and cost margins. What drives such significant...

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Drive: The Surprising Truth About What Motivates Us

This month in the Professional Reading Club we have analyzed Drive: The surprising truth about what motivates us.  In this book, the author, Daniel H. Pink, talks about the secret to high performance and satisfaction in today's world is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Most of us believe that the best way to motivate ourselves and others is with external rewards like money—the carrot-and-stick approach. That’s a mistake, Daniel H. Pink says in, Drive: The Surprising Truth About What Motivates Us, his provocative and persuasive new book. The secret to high performance and satisfaction—at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He demonstrates that while carrots and sticks worked successfully in the twentieth century, that’s precisely the wrong way to motivate people for today’s challenges. In Drive, he examines the three elements of true motivation. Autonomy—the desire to direct our own lives Mastery—the urge to get better and better at something that matter. Purpose—the yearning to do what we do in the service of something larger than ourselves Along the way, he takes us to companies that are enlisting new approaches to motivation and introduces us to the scientists and entrepreneurs who are pointing a bold way forward. Drive is bursting with big ideas—the rare book that will change how you think and transform how you live. Some of the key points: Times have changed, but most companies haven't. We have moved from a Motivation 2.0 world(rewards and punishments) to a Motivation 3.0 world (inherent satisfaction in the work itself). In other words, routine tasks may still benefit from incentives (i.e. Motivation 2.0); but for creative ones, incentives can have a limiting effect (i.e. Motivation 3.0). There are...

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