I am still learning.

Thoughts and Ideas

The quickest way to the top of your business...

Posted by on 18 August 2012 | 1 Comments

On my way back from the Olympics this week, as I sat in the plane in the midsts of tired travelers and athletes, I picked up the book I bought in the airport bookstore and there it was : " The quickest way to the top of your business is to turn it upside down".

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Who is the most influential corporate governance tweeter in 2012 ?

Posted by Estelle Metayer on 3 June 2012 | 2 Comments

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Last year, I wrote a blog that summarized the most influencial experts on Twitter discussing corporate governance. One year later, let's look at what has changed and analyze how the corporate governance community is shaping up on Twitter.

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Boards of directors: less oversight, more foresight?

Posted by Estelle Metayer on 28 February 2012 | 1 Comments

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With the revelation of each new failure caused by  "strategic short-sightedness," as illustrated by the recent Kodak, HP, RIM and Blockbuster failures, companies must rethink their governance systems and in particular the role of the board of directors.

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Davos: If you come in with your pre-conceptions, the only thing you'll fall in love with are your own assumptions and biases

Posted by Estelle Metayer on 20 January 2012 | 4 Comments

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A recent article by Anya Schiffrin "Confessions of a Davos Wife" (see here)  on Reuter's website sparked my interest. Since the site seem to have censured my comment on the blog ( here goes freedom of expression... Note from author: I stand corrected: after this article was published on Competia's site, and picked up in a number of pinboards, Reuters finally allowed my comments on the blog. Thanks Reuters ! ), I thought I'd publish it here. I can use also the excuse to introduce what will go on in Davos at the World Economic Forum Annual Meeting 2012 for me this year.

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Decision making: It's all about taking off - and landing safely…

Posted by Estelle Metayer on 5 December 2011 | 1 Comments

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Klaus Schwab from the World Economic Forum, opened one of the WEF's meeting last month by saying " Complexity, velocity of global issues means decision makers are always behind". From heads of state to corporate decision makers, everyone is struggling with the same challenge: too much - too fast. There is one profession however who has studied carefully decision making, and systematically trained thousands of decision makers to allow them to make decisions in minutes, often in very uncertain conditions : the airline and airplane industry. Managers and executives could learn from them.

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"Because I Dare" - Women on Boards

Posted by Estelle Metayer on 18 October 2011 | 4 Comments

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As women flooded the "Women on Boards Bootcamp" sessions at the Women's Forum which took place in Deauville this week, I could not help but reflect that the pool of women candidates willing to sit on boards was indeed rich, diverse, and experienced."Because I dare" could best summarize the discussions - and the general mood: women need to take a much more aggressive approach if they want to set foot in the boardroom. They need to gain self confidence to seek out those board positions, leverage their relevant experiences in governance, and stop to be simply waiting for the opportunities to be presented to them.

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Boards and CEOs: Introducing the "Strategic Blindspots Index"©

Posted by Estelle Metayer on 3 October 2011 | 1 Comments

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As industries become increasingly complex, it is more difficult than ever to govern companies. As an executive or a board member, you are often responsible for identifying where the company might have underestimated a strategic risk, or where you are failing to see a strategic opportunity. Competia has developed over the past few years a systematic approach to enable management teams to examine your company's strategy and lead discussions around potential "blindspots" - untapped opportunities and overlooked risks. We are now introducing the "Strategic Blindspots Index"©, a systematic method to assess the risk of a strategic blindspot developing, and a way to compare a company's risk profile with industry peers.

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When Social Media Matters: a Guide to the Board of Directors for better Governance

Posted by Estelle Metayer on 8 September 2011 | 2 Comments

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In 2009, the  Deloitte Ethics and Workplace Survey explored attitudes about social networking and pointed out the significance of social media for board of directors. 58 percent of executives felt that the reputational risk associated with social networking should be a board room issue. Yet,  only 17 percent of executives said that they currently had programs in place to monitor and mitigate reputational risks that may arise with social network usage. Boards have since largely left it to management to figure out its social media strategy. When informally asked in a boardroom, Competia found that less than 5% of directors admit having ever used and participated in social media. Mistrust is widespread and the issue of privacy is of utmost concern. The implications of social media for the board far outreach reputation risk. As the use of social media is rapidly spreading and challenging every single company business model and strategy, it is time for directors to understand the implications for corporate governance.

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McKinsey, I am thankful

Posted by Estelle Metayer on 31 May 2011 | 2 Comments

As many Mckinsey alumni and members of the global business community, I have been following with much interest and awe the developments of the Mckinsey saga, and its shocking revelations. As accusations of two consultants trading inside information about their clients were brought forward, the media frenzy that ensued seems to bring the perfect storm for the consulting firm.

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The Executive Education Playlist

Posted by Estelle Metayer on 24 May 2011 | 2 Comments

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As digital convergence, peer to peer, and global word of mouth is shaking industry from media to telecommunications or even banking, there is little evidence that Executive Management Education is evolving at the same rate. There seems to be a the discontinuity between trends going on in adjacent industries, and the way executive education is taught. As curiosity built, I had numerous discussions with renowned universities and business schools about the future of executive education, in particular around management education. Have those organizations integrated into their strategic thinking the recent developments in technology and society? Are they (we) willing to question why the majority of executive training hours still happen in a classroom? Who are likely to be the new players in this field?

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