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Business ? brandnewstores
Why favor environmentally friendly gifts?
When employees rate the corporate culture
A majority of companies want to decarbonize the economy
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Metal 3D printing company Seurat Technologies gets $21 million to decarbonize production.
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The legal departments of tomorrow: three essential transformations
Sharvy, a Montpellier application for managing spaces in companies
Tennis ? Djokovic co-founder of a company seeking treatment for Covid

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                    [title] => Why favor environmentally friendly gifts?
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                            [creator] => Harry Rivers
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                    [pubdate] => Thu, 20 Jan 2022 19:50:08 +0000
                    [category] => Businessenvironmentallyfavorfriendlygifts
                    [guid] => https://brandnewstores.com/business/why-favor-environmentally-friendly-gifts/
                    [description] => Credits: Pixabay Giving gifts is a common practice for businesses. They do this to thank...
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Giving gifts is a common practice for businesses. They do this to thank partners, customers and employees for their loyalty. Gifts are given during professional events such as trade fairs and major occasions such as Christmas? It’s a marketing and communication strategy with proven effectiveness, because gifts are real promotional items. But these days, eco-friendly gifts are a must.

All the benefits of eco-friendly gifts

The preservation of the environment is a concern that affects everyone, and to prove to customers and employees that the company is concerned by this cause, there is nothing better than to offer gifts that respect the planet. such as personalized bags. We should not forget that consumers are sensitive to the commitment to sustainable development. So, such gifts help to gain credibility, and it helps in acquiring new customers who will be more likely to come back. Indeed, the company shows that it is in tune with its time and with the society in which it operates. Notoriety is also guaranteed, because gifts from the ecological sector enhance the brand image. For information, more than 35% of consumers buy from socially responsible and environmentally conscious companies. On the employee side, green gifts build loyalty and pride. By opting for eco-responsible gifts, the company is setting a good example for customers, employees and collaborators.

Some ideas for ecological gifts

eco gifts
Credits: Pixabay

Ecological promotional items are made with different materials, but the most common are recycled and/or recyclable textiles and paper. The choice is wide, because most classic promotional items have an ethical version. Among the sustainable gifts that meet the criteria of respect for the environment, there are tote bags, eco-friendly fabric clothing, cups, mugs and green glasses, stainless steel water bottles, key rings in wood, USB keys with a bamboo shell, notepads, diaries and calendars made from recycled paper… In order to further reduce the impact on the environment, we can also offer dematerialized gifts such as experiences to discover, gift cards…

Choosing the right corporate gifts

For the success of the communication and marketing strategy with gifts, it is necessary to select the target well and opt for quality rather than quantity. If they are sustainable and responsible, their impact on the business is even greater. But we focus on local. Gifts made in France have less impact on the environment than those purchased in large quantities on the other side of the world. For corporate gifts to respect the environment, it is also essential to adapt the container to the content. Even if there are no more plastic under-packs, the vacuum is harmful to the planet. We are still thinking about reusable packaging. Consideration should be given to how corporate gifts are made and how they are transported. The longer the distance, the more polluting the transport. They must therefore have no negative impact on the environment.



) [summary] => Credits: Pixabay Giving gifts is a common practice for businesses. They do this to thank... [atom_content] =>

Giving gifts is a common practice for businesses. They do this to thank partners, customers and employees for their loyalty. Gifts are given during professional events such as trade fairs and major occasions such as Christmas? It’s a marketing and communication strategy with proven effectiveness, because gifts are real promotional items. But these days, eco-friendly gifts are a must.

All the benefits of eco-friendly gifts

The preservation of the environment is a concern that affects everyone, and to prove to customers and employees that the company is concerned by this cause, there is nothing better than to offer gifts that respect the planet. such as personalized bags. We should not forget that consumers are sensitive to the commitment to sustainable development. So, such gifts help to gain credibility, and it helps in acquiring new customers who will be more likely to come back. Indeed, the company shows that it is in tune with its time and with the society in which it operates. Notoriety is also guaranteed, because gifts from the ecological sector enhance the brand image. For information, more than 35% of consumers buy from socially responsible and environmentally conscious companies. On the employee side, green gifts build loyalty and pride. By opting for eco-responsible gifts, the company is setting a good example for customers, employees and collaborators.

Some ideas for ecological gifts

eco gifts
Credits: Pixabay

Ecological promotional items are made with different materials, but the most common are recycled and/or recyclable textiles and paper. The choice is wide, because most classic promotional items have an ethical version. Among the sustainable gifts that meet the criteria of respect for the environment, there are tote bags, eco-friendly fabric clothing, cups, mugs and green glasses, stainless steel water bottles, key rings in wood, USB keys with a bamboo shell, notepads, diaries and calendars made from recycled paper… In order to further reduce the impact on the environment, we can also offer dematerialized gifts such as experiences to discover, gift cards…

Choosing the right corporate gifts

For the success of the communication and marketing strategy with gifts, it is necessary to select the target well and opt for quality rather than quantity. If they are sustainable and responsible, their impact on the business is even greater. But we focus on local. Gifts made in France have less impact on the environment than those purchased in large quantities on the other side of the world. For corporate gifts to respect the environment, it is also essential to adapt the container to the content. Even if there are no more plastic under-packs, the vacuum is harmful to the planet. We are still thinking about reusable packaging. Consideration should be given to how corporate gifts are made and how they are transported. The longer the distance, the more polluting the transport. They must therefore have no negative impact on the environment.



[date_timestamp] => 1642708208 ) [1] => Array ( [title] => When employees rate the corporate culture [link] => https://brandnewstores.com/business/when-employees-rate-the-corporate-culture/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 19:19:07 +0000 [category] => Businesscorporatecultureemployeesrate [guid] => https://brandnewstores.com/business/when-employees-rate-the-corporate-culture/ [description] => Welcome to this edition of the Zevillage newsletter ?. Every Thursday, find the information that... [content] => Array ( [encoded] =>

Welcome to this edition of the Zevillage newsletter ?.

Every Thursday, find the information that counts on the future of work, guaranteed without bullshit, one step ahead. To inspire you and help you engage in the transformation of work.

If a friend forwarded this newsletter to you, or if you find it on the web, you can join our 7,500 readers right here:

Managers generally consider that the corporate culture is an important element of employee cohesion and commitment, and therefore of retaining talent.

A Glassdoor survey, business rating platform (yes, yes, that exists), carried out in the United States, the United Kingdom, France and Germany, shows that 77% of the 5,000 respondents find out about the culture of a company before applying. .

And more than half of respondents said that company culture was more important than salary !

So this famous corporate culture is as important for employers as it is for their employees. Except that employees have a vision that can be very different from that of managers.

A study carried out by the MIT Sloan School of Management on the basis of 1.4 million reviews submitted on Glassdoor, clearly shows the expectations of employees.

This study identifies 10 points that employees monitor in their company culture. It is clear that human values ??and management qualities occupy more space than material advantages:

  1. Employees feel respected. They are treated with consideration, courtesy and dignity, and their views are taken seriously.

  2. Leaders are united. They help employees do their jobs, respond to requests, respond to employees’ individual needs, encourage and support them.

  3. Managers embody core values. The actions of managers are in line with the values ??of the organization.

  4. Toxic managers. Managers who create a toxic work environment are portrayed in overwhelmingly negative terms.

  5. Unethical behavior. Managers and employees lack integrity and act unethically.

  6. Advantages. Evaluation by employees of all benefits provided by the employer.

  7. Advantages. Employee rating of workplace amenities and benefits.

  8. Learning and development. Employee assessment of formal and informal learning opportunities.

  9. Job security. Perception of fear of layoffs, offshoring and automation.

  10. Reorganizations. How employees perceive reorganisations, their frequency and their quality.

This is why the average salary increase of 16% decided this week by the hotel and restaurant sector will not be enough to bring back employees after the Great Resignation of last year. The quality of life in the company and the working conditions matter just as much, if not more.

And you, where are you with your corporate culture? in the new reality of hybrid work?

Sources

? Territorial attractiveness would be useless
When the Federation of Attractiveness, Development and Innovation Agencies (CNER) is launching the 1st MOOC on attractiveness and territorial marketing, bam, a researcher is throwing a big stone into the pond. Michel Grossetti, an accomplice of Olivier Bouba-Olga, disputes the myth suggesting that cities have the means to attract ?innovative? companies and ?creative? workers. Ouch, it stings. Do we put on a 2nd layer (PDF)? If you have any counterexamples, share them in the comments.

? Big patron is watching you
It is curious this mania of certain leaders to want to monitor their employees in telework, sometimes in defiance of the law.

? Vive l?open source
The open source movement affects all sectors of the economy, not just IT. And even the creation of anti-Covid vaccines.

? It’s not smart to telecommute in your pajamas
For sociologist Jean-Claude Kaufmann, we have entered ?the era of pajamas?. The pandemic has accentuated the dropout phenomenon: ?We had gone from a regime of collective discipline, where work was the basis of life, assigned us a place in society, to a regime of personal autonomy. Work becomes a commitment that we question, that we call into question. We can choose another, we can opt out. We have gone from an architectural society to a liquid, unstable society, where all the benchmarks are floating.? To see in video.

?? Never without a roof
In life there are also those who have neither work nor home. In the city of Ulm, Germany, six young product design specialists have designed a sleep capsule to protect homeless people from the cold.

???? Telecommuting weighs more on women?
After two years of pandemic the press still cultivates the same confusion between teleworking and confinement on the basis of a study from last year, here Where still there. The problems arise because of confinement, not because of teleworking, which is favored by employees (and employees). Outside of the pandemic, teleworking is carried out on a voluntary basis and therefore does not weigh on anyone.

? Tomorrow’s future of the future and more things yet to come
I’m not a fan of start-of-the-year forecast lists. But there is one that I never miss, it’s that of Olivier Ezratty, a chestnut tree of the Web. Especially not this year with a ?Bullshit Special?.

??? Living together at work? and after
I found these testimonies of caregivers who dedicate their lives to supporting a loved one, sometimes to the detriment of their work and their personal life, very touching. A social phenomenon that affects millions of people in the (adoptive) country of Kafka and Ubu.

Share the Zevillage newsletter with your friends on WhatsApp:

Go, go, go !

Help a village grow

The Bourgogne-Franche-Comté Region supports several villages that have won the ?Villages of the Future? call for projects. This experiment aims to bring out and implement village development projects, based on local aspirations.

Châtel-Censoir, a village of 600 inhabitants in Yonne, is one of the candidates selected to take part in this reflection. In this context, a workshop on the urban exodus is organized will be organized in February-March to better understand the levers to be activated to guarantee the proper integration of an urban public in a rural environment.

I want to know more and register for the Workshop

Editorial conference

Do you have a desire for topics that you would like us to cover in the newsletter? Or maybe questions to ask? Be simple, say it in the comments ??

A short fable by psychoanalyst Roland Gori to demonstrate the ridiculousness of corporate bureaucracy which wants to gauge human activities with ?evaluation by quantitative performance indicators?. Good luck with your annual interviews.

Lecture by Roland Gori

In addition, you can also read this text by Roland Gori which deepens this notion of performance indicators.

Before leaving, if you like this newsletter, leave us a like by clicking on the little ??. It’s nice and it’s really useful ?: to better know your interests.

And to help us publicize the Zevillage newsletter, share it with friends or with your boss.

) [summary] => Welcome to this edition of the Zevillage newsletter ?. Every Thursday, find the information that... [atom_content] =>

Welcome to this edition of the Zevillage newsletter ?.

Every Thursday, find the information that counts on the future of work, guaranteed without bullshit, one step ahead. To inspire you and help you engage in the transformation of work.

If a friend forwarded this newsletter to you, or if you find it on the web, you can join our 7,500 readers right here:

Managers generally consider that the corporate culture is an important element of employee cohesion and commitment, and therefore of retaining talent.

A Glassdoor survey, business rating platform (yes, yes, that exists), carried out in the United States, the United Kingdom, France and Germany, shows that 77% of the 5,000 respondents find out about the culture of a company before applying. .

And more than half of respondents said that company culture was more important than salary !

So this famous corporate culture is as important for employers as it is for their employees. Except that employees have a vision that can be very different from that of managers.

A study carried out by the MIT Sloan School of Management on the basis of 1.4 million reviews submitted on Glassdoor, clearly shows the expectations of employees.

This study identifies 10 points that employees monitor in their company culture. It is clear that human values ??and management qualities occupy more space than material advantages:

  1. Employees feel respected. They are treated with consideration, courtesy and dignity, and their views are taken seriously.

  2. Leaders are united. They help employees do their jobs, respond to requests, respond to employees’ individual needs, encourage and support them.

  3. Managers embody core values. The actions of managers are in line with the values ??of the organization.

  4. Toxic managers. Managers who create a toxic work environment are portrayed in overwhelmingly negative terms.

  5. Unethical behavior. Managers and employees lack integrity and act unethically.

  6. Advantages. Evaluation by employees of all benefits provided by the employer.

  7. Advantages. Employee rating of workplace amenities and benefits.

  8. Learning and development. Employee assessment of formal and informal learning opportunities.

  9. Job security. Perception of fear of layoffs, offshoring and automation.

  10. Reorganizations. How employees perceive reorganisations, their frequency and their quality.

This is why the average salary increase of 16% decided this week by the hotel and restaurant sector will not be enough to bring back employees after the Great Resignation of last year. The quality of life in the company and the working conditions matter just as much, if not more.

And you, where are you with your corporate culture? in the new reality of hybrid work?

Sources

? Territorial attractiveness would be useless
When the Federation of Attractiveness, Development and Innovation Agencies (CNER) is launching the 1st MOOC on attractiveness and territorial marketing, bam, a researcher is throwing a big stone into the pond. Michel Grossetti, an accomplice of Olivier Bouba-Olga, disputes the myth suggesting that cities have the means to attract ?innovative? companies and ?creative? workers. Ouch, it stings. Do we put on a 2nd layer (PDF)? If you have any counterexamples, share them in the comments.

? Big patron is watching you
It is curious this mania of certain leaders to want to monitor their employees in telework, sometimes in defiance of the law.

? Vive l?open source
The open source movement affects all sectors of the economy, not just IT. And even the creation of anti-Covid vaccines.

? It’s not smart to telecommute in your pajamas
For sociologist Jean-Claude Kaufmann, we have entered ?the era of pajamas?. The pandemic has accentuated the dropout phenomenon: ?We had gone from a regime of collective discipline, where work was the basis of life, assigned us a place in society, to a regime of personal autonomy. Work becomes a commitment that we question, that we call into question. We can choose another, we can opt out. We have gone from an architectural society to a liquid, unstable society, where all the benchmarks are floating.? To see in video.

?? Never without a roof
In life there are also those who have neither work nor home. In the city of Ulm, Germany, six young product design specialists have designed a sleep capsule to protect homeless people from the cold.

???? Telecommuting weighs more on women?
After two years of pandemic the press still cultivates the same confusion between teleworking and confinement on the basis of a study from last year, here Where still there. The problems arise because of confinement, not because of teleworking, which is favored by employees (and employees). Outside of the pandemic, teleworking is carried out on a voluntary basis and therefore does not weigh on anyone.

? Tomorrow’s future of the future and more things yet to come
I’m not a fan of start-of-the-year forecast lists. But there is one that I never miss, it’s that of Olivier Ezratty, a chestnut tree of the Web. Especially not this year with a ?Bullshit Special?.

??? Living together at work? and after
I found these testimonies of caregivers who dedicate their lives to supporting a loved one, sometimes to the detriment of their work and their personal life, very touching. A social phenomenon that affects millions of people in the (adoptive) country of Kafka and Ubu.

Share the Zevillage newsletter with your friends on WhatsApp:

Go, go, go !

Help a village grow

The Bourgogne-Franche-Comté Region supports several villages that have won the ?Villages of the Future? call for projects. This experiment aims to bring out and implement village development projects, based on local aspirations.

Châtel-Censoir, a village of 600 inhabitants in Yonne, is one of the candidates selected to take part in this reflection. In this context, a workshop on the urban exodus is organized will be organized in February-March to better understand the levers to be activated to guarantee the proper integration of an urban public in a rural environment.

I want to know more and register for the Workshop

Editorial conference

Do you have a desire for topics that you would like us to cover in the newsletter? Or maybe questions to ask? Be simple, say it in the comments ??

A short fable by psychoanalyst Roland Gori to demonstrate the ridiculousness of corporate bureaucracy which wants to gauge human activities with ?evaluation by quantitative performance indicators?. Good luck with your annual interviews.

Lecture by Roland Gori

In addition, you can also read this text by Roland Gori which deepens this notion of performance indicators.

Before leaving, if you like this newsletter, leave us a like by clicking on the little ??. It’s nice and it’s really useful ?: to better know your interests.

And to help us publicize the Zevillage newsletter, share it with friends or with your boss.

[date_timestamp] => 1642706347 ) [2] => Array ( [title] => A majority of companies want to decarbonize the economy [link] => https://brandnewstores.com/business/a-majority-of-companies-want-to-decarbonize-the-economy/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 18:48:13 +0000 [category] => Businesscompaniesdecarbonizeeconomymajority [guid] => https://brandnewstores.com/business/a-majority-of-companies-want-to-decarbonize-the-economy/ [description] => (Montreal) The majority of companies want to contribute to the decarbonization of the economy, according... [content] => Array ( [encoded] =>

(Montreal) The majority of companies want to contribute to the decarbonization of the economy, according to a probe by the Conseil du patronat du Québec (CPQ). Some obstacles stand in their way, however, according to a document unveiled Thursday.

Posted at 6:23 a.m.

Stephane Rolland
The Canadian Press

In a proportion of 70%, the companies agree to say that it is necessary to multiply the gestures to fight against global warming, according to a survey carried out among the members. This result is ?music to the ears? of Karl Blackburn, President and CEO of the CPQ. ?Companies want to do more. They are ready to sign the social contract for the environment. »

Many business leaders share the values ??of their employees, adds Mr. Blackburn. The survey shows that 84% of Quebecers want the government to adopt tougher laws to force companies to reduce pollution.

Businesses share this goal, says Blackburn. However, employers encounter obstacles in this quest. He cites in particular the costs linked to the decarbonization of their activities, the lack of financing and the lack of knowledge. “It will require significant capital investment,” he says.

The government can encourage businesses to go green, in particular by integrating environmental objectives into its calls for tenders, suggests the CPQ. ?It may cost more in the short term, but in the medium and long term, the return on investment is much greater. »

The CPQ makes a series of recommendations to promote the decarbonization of the economy, including expanding the scope of the carbon market to other sectors and other jurisdictions, integrating eco-taxation into the Quebec system, invest in public transport and encourage the circular economy.

Member of the CPQ, the Transcontinental packer is betting on the circular economy, the recycling of plastic in its packaging products, gives as an example Charles David Mathieu-Poulin, its head of public affairs and relations with stakeholders. For example, the Publisac bag, criticized by some environmental groups as a major generator of waste, is 100% recyclable.

The Montreal company wants 10% of the components of its packaging products to be recycled by 2025. “It may seem small, but the majority of our packaging products are in the food industry and it’s a very regulated. There are not many resins that are approved by Health Canada or the FDA (the US equivalent of Health Canada). »

While Transcontinental has the financial means to invest in the transition, Mr. Mathieu-Poulin acknowledges that it entails costs that could represent an obstacle for other companies.

?Yes, there is a cost in research and development. You have to have laboratories and equipment. Once you’ve developed new products, you sometimes have to make adjustments or buy new equipment that can cost several million dollars. »

Investing in sustainable development is a good thing, however, because it allows you to attract new customers and keep up with changing regulations, adds Mr. Mathieu-Poulin.

It is also a means of attracting labour, in a context where it is scarce. According to the CPQ survey, 71% of Quebecers say that the more a company has strong environmental values, the more they want to work for it. ?It’s important to know that you’re working for a company that takes sustainable development seriously and that it’s part of the strategy,? says Mathieu-Poulin.

) [summary] => (Montreal) The majority of companies want to contribute to the decarbonization of the economy, according... [atom_content] =>

(Montreal) The majority of companies want to contribute to the decarbonization of the economy, according to a probe by the Conseil du patronat du Québec (CPQ). Some obstacles stand in their way, however, according to a document unveiled Thursday.

Posted at 6:23 a.m.

Stephane Rolland
The Canadian Press

In a proportion of 70%, the companies agree to say that it is necessary to multiply the gestures to fight against global warming, according to a survey carried out among the members. This result is ?music to the ears? of Karl Blackburn, President and CEO of the CPQ. ?Companies want to do more. They are ready to sign the social contract for the environment. »

Many business leaders share the values ??of their employees, adds Mr. Blackburn. The survey shows that 84% of Quebecers want the government to adopt tougher laws to force companies to reduce pollution.

Businesses share this goal, says Blackburn. However, employers encounter obstacles in this quest. He cites in particular the costs linked to the decarbonization of their activities, the lack of financing and the lack of knowledge. “It will require significant capital investment,” he says.

The government can encourage businesses to go green, in particular by integrating environmental objectives into its calls for tenders, suggests the CPQ. ?It may cost more in the short term, but in the medium and long term, the return on investment is much greater. »

The CPQ makes a series of recommendations to promote the decarbonization of the economy, including expanding the scope of the carbon market to other sectors and other jurisdictions, integrating eco-taxation into the Quebec system, invest in public transport and encourage the circular economy.

Member of the CPQ, the Transcontinental packer is betting on the circular economy, the recycling of plastic in its packaging products, gives as an example Charles David Mathieu-Poulin, its head of public affairs and relations with stakeholders. For example, the Publisac bag, criticized by some environmental groups as a major generator of waste, is 100% recyclable.

The Montreal company wants 10% of the components of its packaging products to be recycled by 2025. “It may seem small, but the majority of our packaging products are in the food industry and it’s a very regulated. There are not many resins that are approved by Health Canada or the FDA (the US equivalent of Health Canada). »

While Transcontinental has the financial means to invest in the transition, Mr. Mathieu-Poulin acknowledges that it entails costs that could represent an obstacle for other companies.

?Yes, there is a cost in research and development. You have to have laboratories and equipment. Once you’ve developed new products, you sometimes have to make adjustments or buy new equipment that can cost several million dollars. »

Investing in sustainable development is a good thing, however, because it allows you to attract new customers and keep up with changing regulations, adds Mr. Mathieu-Poulin.

It is also a means of attracting labour, in a context where it is scarce. According to the CPQ survey, 71% of Quebecers say that the more a company has strong environmental values, the more they want to work for it. ?It’s important to know that you’re working for a company that takes sustainable development seriously and that it’s part of the strategy,? says Mathieu-Poulin.

[date_timestamp] => 1642704493 ) [3] => Array ( [title] => Data Analytics Marathon: Why Your Business Needs to Focus on Finishing [link] => https://brandnewstores.com/business/data-analytics-marathon-why-your-business-needs-to-focus-on-finishing/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 17:47:26 +0000 [category] => BusinessAnalyticsdataFinishingfocusMarathon [guid] => https://brandnewstores.com/business/data-analytics-marathon-why-your-business-needs-to-focus-on-finishing/ [description] => data analysis | Source : Getty Images If you’ve ever run a marathon in your... [content] => Array ( [encoded] =>

data analysis |
Source : Getty Images

If you’ve ever run a marathon in your life, you know how much preparation, commitment and endurance it takes. Throughout my data career, I’ve often compared data analysis to a marathon. As with those long races, your business must be prepared, committed, and enduring to the finish if it is to succeed in analytics.

The finish line of the data analysis marathon is slightly different from that of ordinary races. There are no cheering crowds, no finish ribbons and no fancy medals ? your reward is the business value you generate from your data. For example, the data can reveal how to optimize a key business process or how to solve a costly customer problem. Comparing data analysis to a race does not mean that it is a unique process. Just as many marathon runners participate in multiple races each year, your analytics will go through multiple cycles as business priorities change and evolve.

During each of these cycles, your business must complete the following stages of the data analysis marathon:

  1. Data gathering. You collect all kinds of raw data about your business operations from different sources. Most of this data will be generated automatically, whether you like it or not. Some of your data may require thought and effort (strategy) to be captured correctly in order to be able to answer critical business questions.
  2. Data preparation. Before you can use your data, it needs to be cleansed, combined, and formatted for reporting and analysis. Without accurate and consistent data, it will be difficult to derive useful information from what has been collected.
  3. Data visualization. To monitor business performance, your data needs to be visualized in reports and dashboards. By sharing this summary information within your company, managers and employees will be able to observe how different aspects of the business are performing.
  4. Data analysis. To gain deeper insight into the business, your people will need to explore the data to identify potential issues or opportunities. An iterative data discovery process will help your business uncover insights that can improve business performance.
  5. Communication of information. To ensure that information leads to the right decisions and actions, it must be communicated effectively. Data storytelling opens the mind of the audience to new possibilities, using engaging narratives and clear visuals to explain key information.
  6. Take action. The last crucial step is to decide which ideas should be pursued, and then to implement the necessary changes. In some cases, you may want to run a test first to check the results before making deep changes. Either way, you’ll want to evaluate the results after each change and learn from it.

You will notice that I have included some percentages in the diagram. In my experience, they represent rough estimates of the number of companies reaching each stage of the data analytics marathon. Today, I estimate that 99.8% of companies collect data, and a high percentage of them also prepare reports and visualize their data on a regular basis.

However, there is a significant drop in the last mile of the race, when analyst teams perform analysis, share insights and implement changes to optimize the business. Most companies have no problem with starting the data analytics marathon, but many don’t finish the race. In fact, they’re more likely to give up and start a new race than to complete a marathon. As a result, they are constantly running and never finishing anything.

Often, I meet senior executives who express their frustration with the lack of value in their analytics investments. In most cases, their dissatisfaction can be attributed to their not focusing on the end. If your business doesn’t complete all the steps in the data analytics marathon, positive feedback will remain elusive.

How to pass the last mile of the analysis?

Businesses need to complete the analytics marathon to realize the full value of their data investments. If your business keeps running the race again and only runs the first leg, your analytics solutions will never pay for themselves. Although the last mile is only 3.8% of the total marathon distance, it is a crucial section that will decide whether you generate value from the rest of your efforts. To get your business refocused and ready to conquer the last mile of analytics, here are three suggestions:

  1. Automate tasks upstream. The introduction of artificial intelligence and machine learning capabilities throughout the analytics marathon is getting a lot of hype. However, it is in the early stages of the process that companies can reap the greatest benefits. Today, there are a host of new technologies that can automate and streamline the repetitive and labor-intensive tasks that occur in the data collection and preparation phases. If you can help your team of analysts be more efficient in front-of-the-marathon tasks, you can devote more time and energy to last-mile activities, such as data mining and data storytelling.
  2. Limit goals. Often companies have big visions of what they want to accomplish with analytics. They launch big data initiatives that eventually crumble under the weight of their own ambitions before they can generate any value. Rather than go overboard with your analytics, it’s usually better to go all the way with a more focused and narrower focus. A limited scope may seem counter-intuitive, but you’re more likely to generate insights and business value faster, which can build momentum for future larger analytics efforts.
  3. Build a stronger data culture. Your company’s existing data culture will have a huge impact on the difficulty of each analytics marathon. If your company’s data culture is weak, you’ll feel like you’re constantly running to the top. Whether it’s weak management buy-in, incompatible business processes, or weak data literacy, multiple roadblocks will make progress slow and difficult. Building a stronger data culture should always start with your leadership team leading by example, prioritizing data initiatives and removing internal roadblocks. Eventually, when a data culture begins to emerge, its prominence will help propel your business through successive analytics marathons.

Running a marathon is not easy. Data analysis is not easy either and can take years to set up. Experts advise new marathon runners to run the first third with their head, the next third with their legs, and then the last third with their heart.

This aphorism applies just as well to data analysis marathons. In the beginning, you have to be smart: align your data with business strategy and rely on technology to lighten the load. In the middle, you need to be strong and lean on your domain expertise and analytical skills to uncover actionable insights. Finally, you want your people to be inspired to act on this information and make positive changes. Throughout the analytics journey, it’s imperative that you stay focused on the finish line so you can fully leverage all the value your data investments have to offer.

Article translated from Forbes US ? Author: Brent Dykes

<<< Also to be read : 8 data trends to follow in 2022 >>>

) [summary] => data analysis | Source : Getty Images If you’ve ever run a marathon in your... [atom_content] =>

data analysis |
Source : Getty Images

If you’ve ever run a marathon in your life, you know how much preparation, commitment and endurance it takes. Throughout my data career, I’ve often compared data analysis to a marathon. As with those long races, your business must be prepared, committed, and enduring to the finish if it is to succeed in analytics.

The finish line of the data analysis marathon is slightly different from that of ordinary races. There are no cheering crowds, no finish ribbons and no fancy medals ? your reward is the business value you generate from your data. For example, the data can reveal how to optimize a key business process or how to solve a costly customer problem. Comparing data analysis to a race does not mean that it is a unique process. Just as many marathon runners participate in multiple races each year, your analytics will go through multiple cycles as business priorities change and evolve.

During each of these cycles, your business must complete the following stages of the data analysis marathon:

  1. Data gathering. You collect all kinds of raw data about your business operations from different sources. Most of this data will be generated automatically, whether you like it or not. Some of your data may require thought and effort (strategy) to be captured correctly in order to be able to answer critical business questions.
  2. Data preparation. Before you can use your data, it needs to be cleansed, combined, and formatted for reporting and analysis. Without accurate and consistent data, it will be difficult to derive useful information from what has been collected.
  3. Data visualization. To monitor business performance, your data needs to be visualized in reports and dashboards. By sharing this summary information within your company, managers and employees will be able to observe how different aspects of the business are performing.
  4. Data analysis. To gain deeper insight into the business, your people will need to explore the data to identify potential issues or opportunities. An iterative data discovery process will help your business uncover insights that can improve business performance.
  5. Communication of information. To ensure that information leads to the right decisions and actions, it must be communicated effectively. Data storytelling opens the mind of the audience to new possibilities, using engaging narratives and clear visuals to explain key information.
  6. Take action. The last crucial step is to decide which ideas should be pursued, and then to implement the necessary changes. In some cases, you may want to run a test first to check the results before making deep changes. Either way, you’ll want to evaluate the results after each change and learn from it.

You will notice that I have included some percentages in the diagram. In my experience, they represent rough estimates of the number of companies reaching each stage of the data analytics marathon. Today, I estimate that 99.8% of companies collect data, and a high percentage of them also prepare reports and visualize their data on a regular basis.

However, there is a significant drop in the last mile of the race, when analyst teams perform analysis, share insights and implement changes to optimize the business. Most companies have no problem with starting the data analytics marathon, but many don’t finish the race. In fact, they’re more likely to give up and start a new race than to complete a marathon. As a result, they are constantly running and never finishing anything.

Often, I meet senior executives who express their frustration with the lack of value in their analytics investments. In most cases, their dissatisfaction can be attributed to their not focusing on the end. If your business doesn’t complete all the steps in the data analytics marathon, positive feedback will remain elusive.

How to pass the last mile of the analysis?

Businesses need to complete the analytics marathon to realize the full value of their data investments. If your business keeps running the race again and only runs the first leg, your analytics solutions will never pay for themselves. Although the last mile is only 3.8% of the total marathon distance, it is a crucial section that will decide whether you generate value from the rest of your efforts. To get your business refocused and ready to conquer the last mile of analytics, here are three suggestions:

  1. Automate tasks upstream. The introduction of artificial intelligence and machine learning capabilities throughout the analytics marathon is getting a lot of hype. However, it is in the early stages of the process that companies can reap the greatest benefits. Today, there are a host of new technologies that can automate and streamline the repetitive and labor-intensive tasks that occur in the data collection and preparation phases. If you can help your team of analysts be more efficient in front-of-the-marathon tasks, you can devote more time and energy to last-mile activities, such as data mining and data storytelling.
  2. Limit goals. Often companies have big visions of what they want to accomplish with analytics. They launch big data initiatives that eventually crumble under the weight of their own ambitions before they can generate any value. Rather than go overboard with your analytics, it’s usually better to go all the way with a more focused and narrower focus. A limited scope may seem counter-intuitive, but you’re more likely to generate insights and business value faster, which can build momentum for future larger analytics efforts.
  3. Build a stronger data culture. Your company’s existing data culture will have a huge impact on the difficulty of each analytics marathon. If your company’s data culture is weak, you’ll feel like you’re constantly running to the top. Whether it’s weak management buy-in, incompatible business processes, or weak data literacy, multiple roadblocks will make progress slow and difficult. Building a stronger data culture should always start with your leadership team leading by example, prioritizing data initiatives and removing internal roadblocks. Eventually, when a data culture begins to emerge, its prominence will help propel your business through successive analytics marathons.

Running a marathon is not easy. Data analysis is not easy either and can take years to set up. Experts advise new marathon runners to run the first third with their head, the next third with their legs, and then the last third with their heart.

This aphorism applies just as well to data analysis marathons. In the beginning, you have to be smart: align your data with business strategy and rely on technology to lighten the load. In the middle, you need to be strong and lean on your domain expertise and analytical skills to uncover actionable insights. Finally, you want your people to be inspired to act on this information and make positive changes. Throughout the analytics journey, it’s imperative that you stay focused on the finish line so you can fully leverage all the value your data investments have to offer.

Article translated from Forbes US ? Author: Brent Dykes

<<< Also to be read : 8 data trends to follow in 2022 >>>

[date_timestamp] => 1642700846 ) [4] => Array ( [title] => In Lamballe, the Balavoine company on direct family current since 1938 ? The company in heritage [link] => https://brandnewstores.com/business/in-lamballe-the-balavoine-company-on-direct-family-current-since-1938-the-company-in-heritage/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 17:14:06 +0000 [category] => BusinessBalavoinecompanycurrentDIRECTfamilyheritageLamballe [guid] => https://brandnewstores.com/business/in-lamballe-the-balavoine-company-on-direct-family-current-since-1938-the-company-in-heritage/ [description] => 1 Alfred Balavoine, the pioneer In 1938, Alfred Balavoine was a young man of 25,... [content] => Array ( [encoded] =>
  • 1 Alfred Balavoine, the pioneer
  • In 1938, Alfred Balavoine was a young man of 25, holder of a diploma in automobile electricity. His speciality ? Starters, alternators and other batteries. ?He settled in Lamballe, next to the Saint-Martin church. He worked for farmers and transport companies,? says Yannick, his grandson, now at the head of an octogenarian company. But the story of the Balavoine establishments could have ended early. Mobilized in the colonial troops, Alfred must indeed very quickly leave Lamballe, direction? Syria. He will return home at the end of a long trip, notably passing through Marseille. And at the end of the war, Alfred manages to restart his business, in which his son, Jean-Claude, will succeed him.

  • 2 With Jean-Claude, heading for fishing
  • Also mobilized, but in Algeria, Jean-Claude Balavoine joined the family business in 1962 to take over from his father. In 1973, he moved to Pré Faruel, rue d’Armor, where today Le Gouessant, La Cooperl, Centigon and Labbé are located. “At the time, there were mostly fields”, remembers Yannick, born in 1966. The Balavoine establishments then sold electric motors in the food industry, but also to mussel farmers and, above all, to fishermen. “The company has gradually diversified, in particular by selling generators on fishing boats from the 1980s”, rewinds the current boss.

  • 3 The storm of 1987, a turning point
  • But for the Balavoine establishments, the real turning point was in 1987 and the Storm of the Century. ?The EDF network found itself knocked out. The importance of generators, in particular in factory farms, has become essential?, raises Yannick Balavoine. EDF then offers farmers using a generator 21 days a year to benefit from preferential electricity rates. “In five years, the purchase of a generator was amortized and, in addition, the operation was secure”, recalls the company manager, who currently has 800 machines in stock, sold to customers, with contract. servicing and maintenance service.

  • 4 With Yannick, the challenge of independence
  • A business school graduate, Yannick Balavoine took over as head of the company in 1998. “I was already used to working here every summer,” says the third-generation representative. Since then, to maintain his independence, the boss and his twelve employees have applied themselves to continuing the diversification of the company: contracts with large shipowners (Eouzan, Porcher, etc.), development of a machine shop to give a second life to engines, rental of generators for emergency situations and even a contract with the Navy, in Saint-Malo, for the electrical part of a landing craft project. But by the way, what about the fourth generation? ?My son François, 25, joined the company two months ago. But we have to see if he likes it. I don’t want to put pressure on him, ?concludes, smiling, Yannick Balavoine.

    ) [summary] => 1 Alfred Balavoine, the pioneer In 1938, Alfred Balavoine was a young man of 25,... [atom_content] =>
  • 1 Alfred Balavoine, the pioneer
  • In 1938, Alfred Balavoine was a young man of 25, holder of a diploma in automobile electricity. His speciality ? Starters, alternators and other batteries. ?He settled in Lamballe, next to the Saint-Martin church. He worked for farmers and transport companies,? says Yannick, his grandson, now at the head of an octogenarian company. But the story of the Balavoine establishments could have ended early. Mobilized in the colonial troops, Alfred must indeed very quickly leave Lamballe, direction? Syria. He will return home at the end of a long trip, notably passing through Marseille. And at the end of the war, Alfred manages to restart his business, in which his son, Jean-Claude, will succeed him.

  • 2 With Jean-Claude, heading for fishing
  • Also mobilized, but in Algeria, Jean-Claude Balavoine joined the family business in 1962 to take over from his father. In 1973, he moved to Pré Faruel, rue d’Armor, where today Le Gouessant, La Cooperl, Centigon and Labbé are located. “At the time, there were mostly fields”, remembers Yannick, born in 1966. The Balavoine establishments then sold electric motors in the food industry, but also to mussel farmers and, above all, to fishermen. “The company has gradually diversified, in particular by selling generators on fishing boats from the 1980s”, rewinds the current boss.

  • 3 The storm of 1987, a turning point
  • But for the Balavoine establishments, the real turning point was in 1987 and the Storm of the Century. ?The EDF network found itself knocked out. The importance of generators, in particular in factory farms, has become essential?, raises Yannick Balavoine. EDF then offers farmers using a generator 21 days a year to benefit from preferential electricity rates. “In five years, the purchase of a generator was amortized and, in addition, the operation was secure”, recalls the company manager, who currently has 800 machines in stock, sold to customers, with contract. servicing and maintenance service.

  • 4 With Yannick, the challenge of independence
  • A business school graduate, Yannick Balavoine took over as head of the company in 1998. “I was already used to working here every summer,” says the third-generation representative. Since then, to maintain his independence, the boss and his twelve employees have applied themselves to continuing the diversification of the company: contracts with large shipowners (Eouzan, Porcher, etc.), development of a machine shop to give a second life to engines, rental of generators for emergency situations and even a contract with the Navy, in Saint-Malo, for the electrical part of a landing craft project. But by the way, what about the fourth generation? ?My son François, 25, joined the company two months ago. But we have to see if he likes it. I don’t want to put pressure on him, ?concludes, smiling, Yannick Balavoine.

    [date_timestamp] => 1642698846 ) [5] => Array ( [title] => Metal 3D printing company Seurat Technologies gets $21 million to decarbonize production. [link] => https://brandnewstores.com/business/metal-3d-printing-company-seurat-technologies-gets-21-million-to-decarbonize-production/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 14:36:17 +0000 [category] => BusinesscompanydecarbonizemetalmillionprintingProductionSeurattechnologies [guid] => https://brandnewstores.com/business/metal-3d-printing-company-seurat-technologies-gets-21-million-to-decarbonize-production/ [description] => (Courtesy Seurat Technologies) The machine manufacturer Seurat Technologies announces $21 million Series B expansion with... [content] => Array ( [encoded] =>

    The machine manufacturer Seurat Technologies announces $21 million Series B expansion with investments from new investors Xerox Ventures and SIP Global Partners.

    While venture capital firm SIP Global Partners seems relatively new to the AM space, it’s worth noting that Seurat is the second AM firm Xerox has invested in, the first being Castor. This new investment round brings the company’s total funding to $79 million.

    The American manufacturer is developing a area printing process, ?powered by 100% renewable energy?. This process was developed at Lawrence Livermore National Laboratory, and the company has nearly 130 granted and pending patents.

    The funding will be used to manufacture new production systems that will decarbonize manufacturing, with the goal of helping companies move away from castings and other traditional manufacturing methods to achieve high-volume production and reduce harmful environmental pollutants. When operating at full production capacity, Seurat expects to displace 0.15 GT/year of carbon emissions by 2025.

    « Area Printing decouples resolution and speed, which is the secret sauce to making 3D printing a high-volume process. We work with the world’s leading manufacturers to migrate their designs to Area Printing to help them realize time, cost and quality advantages, while having a positive impact on the environment?, declares James DeMuth, co-founder and CEO of Seurat.

    The company says it has already secured seven letters of intent from the world’s largest automotive, aerospace, energy, consumer electronics and industrial companies to join its go-to-market program , and plans to launch its first commercial programs this year. The additional funding will be used to build Seurat’s production system, which is expected to produce parts at $300/kilogram, a price comparable to parts produced by machining.

    By 2025, Seurat plans to reduce the manufacturing cost to $150/kilogram, which is comparable to castings. As Seurat scales, its technology will make the trillion-dollar metal fabrication market fully accessible to additive manufacturing. Seurat’s funding will also help the company continue to attract top talent. In 2021, Seurat almost doubled its workforce and made several strategic recruitments, including that of financial director Anthony Di Paola.

    Don’t forget you can post for free AM industry job postings on 3D ADEPT Media or look for a job via our job board. Do not hesitate to follow us on our social networks and to subscribe to our weekly newsletter: Facebook, Twitter, LinkedIn & Instagram !

    ) [summary] => (Courtesy Seurat Technologies) The machine manufacturer Seurat Technologies announces $21 million Series B expansion with... [atom_content] =>

    The machine manufacturer Seurat Technologies announces $21 million Series B expansion with investments from new investors Xerox Ventures and SIP Global Partners.

    While venture capital firm SIP Global Partners seems relatively new to the AM space, it’s worth noting that Seurat is the second AM firm Xerox has invested in, the first being Castor. This new investment round brings the company’s total funding to $79 million.

    The American manufacturer is developing a area printing process, ?powered by 100% renewable energy?. This process was developed at Lawrence Livermore National Laboratory, and the company has nearly 130 granted and pending patents.

    The funding will be used to manufacture new production systems that will decarbonize manufacturing, with the goal of helping companies move away from castings and other traditional manufacturing methods to achieve high-volume production and reduce harmful environmental pollutants. When operating at full production capacity, Seurat expects to displace 0.15 GT/year of carbon emissions by 2025.

    « Area Printing decouples resolution and speed, which is the secret sauce to making 3D printing a high-volume process. We work with the world’s leading manufacturers to migrate their designs to Area Printing to help them realize time, cost and quality advantages, while having a positive impact on the environment?, declares James DeMuth, co-founder and CEO of Seurat.

    The company says it has already secured seven letters of intent from the world’s largest automotive, aerospace, energy, consumer electronics and industrial companies to join its go-to-market program , and plans to launch its first commercial programs this year. The additional funding will be used to build Seurat’s production system, which is expected to produce parts at $300/kilogram, a price comparable to parts produced by machining.

    By 2025, Seurat plans to reduce the manufacturing cost to $150/kilogram, which is comparable to castings. As Seurat scales, its technology will make the trillion-dollar metal fabrication market fully accessible to additive manufacturing. Seurat’s funding will also help the company continue to attract top talent. In 2021, Seurat almost doubled its workforce and made several strategic recruitments, including that of financial director Anthony Di Paola.

    Don’t forget you can post for free AM industry job postings on 3D ADEPT Media or look for a job via our job board. Do not hesitate to follow us on our social networks and to subscribe to our weekly newsletter: Facebook, Twitter, LinkedIn & Instagram !

    [date_timestamp] => 1642689377 ) [6] => Array ( [title] => What tools to optimize payroll management in business? [link] => https://brandnewstores.com/business/what-tools-to-optimize-payroll-management-in-business/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 11:27:21 +0000 [category] => BusinessManagementoptimizepayrolltools [guid] => https://brandnewstores.com/business/what-tools-to-optimize-payroll-management-in-business/ [description] => The importance of an optimized management of payslips in business The payslip, also called payslip,... [content] => Array ( [encoded] =>

    The importance of an optimized management of payslips in business

    The payslip, also called payslip, is not only used as proof for the employee. It is also required for the tax return, the search for accommodation or the granting of a loan. This is an essential document, to which the company must pay particular attention. The payslip indicates the composition of an employee’s salary or salary for a given period. This form is primarily used to record in writing an employee’s right to salary. It can thus be used as proof of salary payment. The payslip also indicates to employees the composition of their salary or wages.

    However, it is not just the payslip to manage for companies. The latter must also calculate the employee and employer contributions relating to each salary. The task being complex, more and more companies are using payroll management software, such as Sage Business Cloud Payroll.

    YOUR INDICES

    What does Sage Business Cloud pay?

    The Sage Business Cloud platform is a software solution that caters to both start-ups and long-established businesses. Whether it’s a startup, an SME or a large company, this cloud-based solution offers centralized access to different resources. Among the latter, we must mention features dedicated to accounting and payroll management. The module specializing in salaries thus takes on its full meaning when it is integrated into the Sage Business Cloud. The module can also be used independently. Thus, Sage Business Cloud pays allows the automatic and precise settlement of salaries, directly online, which constitutes a precious advantage for SMEs which do not always have the possibility of acquiring expensive software and installing it locally. It only takes a few minutes to carry out this count, which does not require any specific prior knowledge. All payroll documents can be created with just a few clicks.

    How does Sage Business Cloud Payroll make it easier for companies?

    Sage Business Cloud payroll is a user-friendly and simple solution that saves valuable time in business. Staff can then focus on their core business, instead of wasting time each month managing payroll. All documents can be created from the software, which also estimates employee and employer contributions. It is also possible to automate all declarations.

    Content provided by Apogea

    ) [summary] => The importance of an optimized management of payslips in business The payslip, also called payslip,... [atom_content] =>

    The importance of an optimized management of payslips in business

    The payslip, also called payslip, is not only used as proof for the employee. It is also required for the tax return, the search for accommodation or the granting of a loan. This is an essential document, to which the company must pay particular attention. The payslip indicates the composition of an employee’s salary or salary for a given period. This form is primarily used to record in writing an employee’s right to salary. It can thus be used as proof of salary payment. The payslip also indicates to employees the composition of their salary or wages.

    However, it is not just the payslip to manage for companies. The latter must also calculate the employee and employer contributions relating to each salary. The task being complex, more and more companies are using payroll management software, such as Sage Business Cloud Payroll.

    YOUR INDICES

    What does Sage Business Cloud pay?

    The Sage Business Cloud platform is a software solution that caters to both start-ups and long-established businesses. Whether it’s a startup, an SME or a large company, this cloud-based solution offers centralized access to different resources. Among the latter, we must mention features dedicated to accounting and payroll management. The module specializing in salaries thus takes on its full meaning when it is integrated into the Sage Business Cloud. The module can also be used independently. Thus, Sage Business Cloud pays allows the automatic and precise settlement of salaries, directly online, which constitutes a precious advantage for SMEs which do not always have the possibility of acquiring expensive software and installing it locally. It only takes a few minutes to carry out this count, which does not require any specific prior knowledge. All payroll documents can be created with just a few clicks.

    How does Sage Business Cloud Payroll make it easier for companies?

    Sage Business Cloud payroll is a user-friendly and simple solution that saves valuable time in business. Staff can then focus on their core business, instead of wasting time each month managing payroll. All documents can be created from the software, which also estimates employee and employer contributions. It is also possible to automate all declarations.

    Content provided by Apogea

    [date_timestamp] => 1642678041 ) [7] => Array ( [title] => The legal departments of tomorrow: three essential transformations [link] => https://brandnewstores.com/business/the-legal-departments-of-tomorrow-three-essential-transformations/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 08:47:16 +0000 [category] => Businessdepartmentsessentiallegaltomorrowtransformations [guid] => https://brandnewstores.com/business/the-legal-departments-of-tomorrow-three-essential-transformations/ [description] => The legal department is a structure whose purpose is to preserve the company’s assets, ensure... [content] => Array ( [encoded] =>

    The legal department is a structure whose purpose is to preserve the company’s assets, ensure its compliance with its legal environment and manage the legal risks arising from its economic transactions. In a context where instability is becoming the norm, as evidenced by the global pandemic, the question of the resilience of legal departments in the face of these changes arises and imposes itself. Here, we deliver three key transformations that legal departments must lead to prepare for the world of tomorrow.

    Technology

    There is no doubt that the future of legal departments is technological. Digital transformation continues to accelerate and penetrate many departments and functions within companies (HR, Logistics, Finance, Marketing, etc.). The need to deploy technology within these departments is particularly acute during this global pandemic, and the legal department is no exception. According to the study conducted by Wolters Kluwer (2021) (https://www.wolterskluwer.com/fr-fr/know/future-ready-lawyer-2021), legal technology is the main trend that will mark the profession of lawyers and lawyers in the coming years.

    Legal technology is the provision of digital or digital legal solutions toautomate internal legal processes like legal robots, the ELM software (company legal management), collaborative platforms, technological tools for legal assistance, etc. The deployment of technology in legal departments has multiple benefits and contributes to business performance. On the one hand, daunting or standard tasks that do not require specific legal expertise are automated, such as drafting and/or reviewing contracts, processing legal documents, etc. Thus, lawyers, who are freer and more available, can focus on higher value-added tasks for the company.

    On the other hand, internal work processes are streamlined, making employees more autonomous in their work. A legal robot, for example, allows the operational (or internal client) to generate the right contract himself without having to resort to the lawyer upstream. Similarly, when digital collaborative platforms are set up to organize tasks, monitor their progress (online) and share information instantly. Consequently, the Legal Department increases efficiency by saving costs and time. What’s more, the productivity of lawyers and their working conditions are significantly improved.

    The agility

    The Legal Department of the future must be an agile Legal Department. Agility refers to the organization’s ability to adapt to change, even anticipate it and seize opportunities. The global Covid19 pandemic has tested the agile capabilities of organizations, including Legal Departments. Agility involves a change in internal organizational processes and structures to support the implementation of rapid actions. It is a question of flattening the hierarchy by delegating the responsibility and the decision to levels middle and executive (operational). For example, the practices of legal design make it possible to present the legal text (law, regulation, standard, etc.) in such a way as to make it intelligible and understandable by operational staff in the form of diagrams, infographics, maps, drawings, etc As a result, they see themselves more autonomous in their work and can respond quickly to the needs of their customers.

    In addition, agility can be deployed in the management of internal projects by adopting agile methods and a project work mode. The idea is to break these projects down into sequences (sprints) iterative and incremental to adapt at each stage of the project to any changes (change in customer needs, environmental circumstances, etc.).

    Added to this is the establishment of agile contracts. The latter have the particularity, compared to a classic contract, of include clauses allowing great flexibility and flexibility in the conduct of the project. For example, in a customer-provider relationship, it is possible to modify the characteristics of the order (add or remove options, functionalities, etc.) even after the start of the project or even when the needs have not been fully expressed/specified in advance. Thus, contractors can adjust the contract and the characteristics of the transaction as the project progresses.

    L?innovation

    The Legal Department of tomorrow is, finally, an innovative Legal Department. Here, it is a question of innovating other than technologically. The Legal Department can innovate strategically, particularly in its relationship with senior management. In this sense, it is renewing its position within the company with the aim of becoming a center for the creation of value or profits. It becomes a player in industrial strategy by directing its activities towards creativity and the search for value. This breaks with the classic positioning of the Legal Departments perceived as a cost center or an obstacle to going around in circles.

    The Legal Department can also innovate in its way ofapprehend the law by adopting an approach business. It is not confined to adapting or applying the legal standard, but to creating opportunities business from this one. Furthermore, the Legal Department innovates when it explores via internal projects or in collaboration with external partners in new territories such as artificial intelligence, blockchain, big data, etc to exploit their potential in the implementation of innovative legal solutions or services.

    At the organizational level, the Legal Department innovates when it renews its organizational structure to better support the company’s activities. Compared to traditional organizational structures by business or geographical area, the innovative Legal Department is organized into centers of expertise corresponding to the company’s strategic areas of activity. Furthermore, the establishment of new multidisciplinary and versatile teams or even new working methods inspired by design thinking or agile methods are also part of organizational innovations (non-technological). These innovations provide the Legal Department with dynamic internal capacities (pro-innovation organizational routines, legal creativity, combination of legal and extra-legal skills, etc.), sources of competitive advantage for the company.

    (Photo credit: iStock)

    Article written by

    Contributor

    Soufiane Kherrazi Soufiane Kherrazi, Research Director at the EDHEC Augmented Law Institute. He is also a teacher-researcher and doctor from the University of Paris-Saclay, qualified as a senior lecturer …
    See his contributions

    This text is published under the responsibility of its author. Its content does not in any way engage the editorial staff of Les Echos Solutions.

    ) [summary] => The legal department is a structure whose purpose is to preserve the company’s assets, ensure... [atom_content] =>

    The legal department is a structure whose purpose is to preserve the company’s assets, ensure its compliance with its legal environment and manage the legal risks arising from its economic transactions. In a context where instability is becoming the norm, as evidenced by the global pandemic, the question of the resilience of legal departments in the face of these changes arises and imposes itself. Here, we deliver three key transformations that legal departments must lead to prepare for the world of tomorrow.

    Technology

    There is no doubt that the future of legal departments is technological. Digital transformation continues to accelerate and penetrate many departments and functions within companies (HR, Logistics, Finance, Marketing, etc.). The need to deploy technology within these departments is particularly acute during this global pandemic, and the legal department is no exception. According to the study conducted by Wolters Kluwer (2021) (https://www.wolterskluwer.com/fr-fr/know/future-ready-lawyer-2021), legal technology is the main trend that will mark the profession of lawyers and lawyers in the coming years.

    Legal technology is the provision of digital or digital legal solutions toautomate internal legal processes like legal robots, the ELM software (company legal management), collaborative platforms, technological tools for legal assistance, etc. The deployment of technology in legal departments has multiple benefits and contributes to business performance. On the one hand, daunting or standard tasks that do not require specific legal expertise are automated, such as drafting and/or reviewing contracts, processing legal documents, etc. Thus, lawyers, who are freer and more available, can focus on higher value-added tasks for the company.

    On the other hand, internal work processes are streamlined, making employees more autonomous in their work. A legal robot, for example, allows the operational (or internal client) to generate the right contract himself without having to resort to the lawyer upstream. Similarly, when digital collaborative platforms are set up to organize tasks, monitor their progress (online) and share information instantly. Consequently, the Legal Department increases efficiency by saving costs and time. What’s more, the productivity of lawyers and their working conditions are significantly improved.

    The agility

    The Legal Department of the future must be an agile Legal Department. Agility refers to the organization’s ability to adapt to change, even anticipate it and seize opportunities. The global Covid19 pandemic has tested the agile capabilities of organizations, including Legal Departments. Agility involves a change in internal organizational processes and structures to support the implementation of rapid actions. It is a question of flattening the hierarchy by delegating the responsibility and the decision to levels middle and executive (operational). For example, the practices of legal design make it possible to present the legal text (law, regulation, standard, etc.) in such a way as to make it intelligible and understandable by operational staff in the form of diagrams, infographics, maps, drawings, etc As a result, they see themselves more autonomous in their work and can respond quickly to the needs of their customers.

    In addition, agility can be deployed in the management of internal projects by adopting agile methods and a project work mode. The idea is to break these projects down into sequences (sprints) iterative and incremental to adapt at each stage of the project to any changes (change in customer needs, environmental circumstances, etc.).

    Added to this is the establishment of agile contracts. The latter have the particularity, compared to a classic contract, of include clauses allowing great flexibility and flexibility in the conduct of the project. For example, in a customer-provider relationship, it is possible to modify the characteristics of the order (add or remove options, functionalities, etc.) even after the start of the project or even when the needs have not been fully expressed/specified in advance. Thus, contractors can adjust the contract and the characteristics of the transaction as the project progresses.

    L?innovation

    The Legal Department of tomorrow is, finally, an innovative Legal Department. Here, it is a question of innovating other than technologically. The Legal Department can innovate strategically, particularly in its relationship with senior management. In this sense, it is renewing its position within the company with the aim of becoming a center for the creation of value or profits. It becomes a player in industrial strategy by directing its activities towards creativity and the search for value. This breaks with the classic positioning of the Legal Departments perceived as a cost center or an obstacle to going around in circles.

    The Legal Department can also innovate in its way ofapprehend the law by adopting an approach business. It is not confined to adapting or applying the legal standard, but to creating opportunities business from this one. Furthermore, the Legal Department innovates when it explores via internal projects or in collaboration with external partners in new territories such as artificial intelligence, blockchain, big data, etc to exploit their potential in the implementation of innovative legal solutions or services.

    At the organizational level, the Legal Department innovates when it renews its organizational structure to better support the company’s activities. Compared to traditional organizational structures by business or geographical area, the innovative Legal Department is organized into centers of expertise corresponding to the company’s strategic areas of activity. Furthermore, the establishment of new multidisciplinary and versatile teams or even new working methods inspired by design thinking or agile methods are also part of organizational innovations (non-technological). These innovations provide the Legal Department with dynamic internal capacities (pro-innovation organizational routines, legal creativity, combination of legal and extra-legal skills, etc.), sources of competitive advantage for the company.

    (Photo credit: iStock)

    Article written by

    Contributor

    Soufiane Kherrazi Soufiane Kherrazi, Research Director at the EDHEC Augmented Law Institute. He is also a teacher-researcher and doctor from the University of Paris-Saclay, qualified as a senior lecturer …
    See his contributions

    This text is published under the responsibility of its author. Its content does not in any way engage the editorial staff of Les Echos Solutions.

    [date_timestamp] => 1642668436 ) [8] => Array ( [title] => Sharvy, a Montpellier application for managing spaces in companies [link] => https://brandnewstores.com/business/sharvy-a-montpellier-application-for-managing-spaces-in-companies/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Thu, 20 Jan 2022 05:10:10 +0000 [category] => BusinessapplicationcompaniesManagingMontpellierSharvyspaces [guid] => https://brandnewstores.com/business/sharvy-a-montpellier-application-for-managing-spaces-in-companies/ [description] => The Montpellier start-up Sharvy, formerly My Car Spot, has developed an application that allows companies... [content] => Array ( [encoded] =>

    The Montpellier start-up Sharvy, formerly My Car Spot, has developed an application that allows companies to manage the space, in their car park, their offices or their company canteen. A way to respond to the issues that have emerged with the Covid-19. Interview with Stéphane Seigneurin, the company’s founder.

    You have created an application that is used to manage company parking spaces. How it works?

    Indeed, it is an application which is intended for companies which often have parking lots which are reserved to certain employees who are not necessarily on site. They may be teleworking, traveling or sick. However, at that time, the others are told that the parking lot is full.

    We have therefore developed an application which, automatically, will distribute the available places also taking into account the types of space requested. For example a place for electric vehicles or for a two-wheeler (bicycle, motorcycle, scooter).

    In concrete terms, employees can make a request for a parking space on Sunday evening, from their couch. Instantly, they receive a notification that will tell them if they have the right, or even specify, for example, that it is space 12, which is in the second basement. And then, they will see the map of the parking lot. It helps them save time and they know exactly where they can go and in a completely safe way.

    Sharvy’s team
    Sharvy

    Recently, you added a new string to your bow: the question of gauges in companies. I imagine it’s something you added with the Covid-19?

    In fact, we have diversified our solutions to only manage parking, but also manage the workspaces: the offices and the canteen. It is particularly appreciated in companies because they are obliged to put distances. Then, there are many people, once again, who are working from home.

    And in the application, these criteria are taken into account: the number of days the person has the right to be on site; the filling capacity of each of the rooms with gauges. We also manage company catering to be able to manage reservations for time slots.

    who are your clients?

    These are generally urban companies, which have at least 40 employees: fairly large companies. It goes as far as the big multinationals. We are present in ten countries in Europe. And 30% of our turnover comes from export.

    The health crisis, we will come out of it one day… Aren’t you afraid that your application will soon expire?

    We realize that the business world is becoming more and more complex… Obviously, we are not in phases of total confinement, but teleworking will remain integrated how the business operates. We are fully in line with this framework. And in 2021, we had very strong growth.

    ) [summary] => The Montpellier start-up Sharvy, formerly My Car Spot, has developed an application that allows companies... [atom_content] =>

    The Montpellier start-up Sharvy, formerly My Car Spot, has developed an application that allows companies to manage the space, in their car park, their offices or their company canteen. A way to respond to the issues that have emerged with the Covid-19. Interview with Stéphane Seigneurin, the company’s founder.

    You have created an application that is used to manage company parking spaces. How it works?

    Indeed, it is an application which is intended for companies which often have parking lots which are reserved to certain employees who are not necessarily on site. They may be teleworking, traveling or sick. However, at that time, the others are told that the parking lot is full.

    We have therefore developed an application which, automatically, will distribute the available places also taking into account the types of space requested. For example a place for electric vehicles or for a two-wheeler (bicycle, motorcycle, scooter).

    In concrete terms, employees can make a request for a parking space on Sunday evening, from their couch. Instantly, they receive a notification that will tell them if they have the right, or even specify, for example, that it is space 12, which is in the second basement. And then, they will see the map of the parking lot. It helps them save time and they know exactly where they can go and in a completely safe way.

    Sharvy’s team
    Sharvy

    Recently, you added a new string to your bow: the question of gauges in companies. I imagine it’s something you added with the Covid-19?

    In fact, we have diversified our solutions to only manage parking, but also manage the workspaces: the offices and the canteen. It is particularly appreciated in companies because they are obliged to put distances. Then, there are many people, once again, who are working from home.

    And in the application, these criteria are taken into account: the number of days the person has the right to be on site; the filling capacity of each of the rooms with gauges. We also manage company catering to be able to manage reservations for time slots.

    who are your clients?

    These are generally urban companies, which have at least 40 employees: fairly large companies. It goes as far as the big multinationals. We are present in ten countries in Europe. And 30% of our turnover comes from export.

    The health crisis, we will come out of it one day… Aren’t you afraid that your application will soon expire?

    We realize that the business world is becoming more and more complex… Obviously, we are not in phases of total confinement, but teleworking will remain integrated how the business operates. We are fully in line with this framework. And in 2021, we had very strong growth.

    [date_timestamp] => 1642655410 ) [9] => Array ( [title] => Tennis ? Djokovic co-founder of a company seeking treatment for Covid [link] => https://brandnewstores.com/business/tennis-djokovic-co-founder-of-a-company-seeking-treatment-for-covid/ [dc] => Array ( [creator] => Harry Rivers ) [pubdate] => Wed, 19 Jan 2022 22:25:04 +0000 [category] => BusinesscofoundercompanyCovidDjokovicseekingtennistreatment [guid] => https://brandnewstores.com/business/tennis-djokovic-co-founder-of-a-company-seeking-treatment-for-covid/ [description] => ? Djokovic co-founder of a company seeking treatment for Covid The president of the Danish... [content] => Array ( [encoded] =>

    Djokovic co-founder of a company seeking treatment for Covid

    Trials this summer

    AFP

    ) [summary] => ? Djokovic co-founder of a company seeking treatment for Covid The president of the Danish... [atom_content] =>

    Djokovic co-founder of a company seeking treatment for Covid

    Trials this summer

    AFP

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