Latest HR Trends: CHROs priorities, Workplace Enjoyment, Trust in Face-to-Face interactions, GenAI usage, Meaningful Feedback, Company Performance
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? Hello Everyone and Happy Sunday !
?? Welcome back to the 74th edition of Weekly People Research! ??
?? A heartfelt thank you to all the contributors for making this complex collection of research understandable!
? Some of you have coffee while reading this newsletter, some have lunch,... in short, enjoy reading as always!
Last week, we engaged in a discussion on the following exciting HR topics:
?? In this latest edition, you will discover more about ??:
??How does CHRO compensation correlate with company performance and size? HRO Today researchers found that larger organizations compensate HR practitioners more highly than smaller one.
??Why is delivering meaningful feedback the most powerful driver of employee engagement, even though employees prefer to receive it only a few times a month? Gallup researchers noticed that feedback is most meaningful when it is timely, authentic and part of frequent check-ins
??How has the weekly usage of Gen AI nearly doubled in 2024, even in traditionally slower-adopting areas like Marketing, Operations, and HR? 美国宾夕法尼亚大学 - 沃顿商学院 and GBK Collective researchers predicted that investment in Gen AI budgets is set to increase across all functional areas over the next 2-5 years.
??How does the decline in face-to-face interactions lead to the erosion of trust between leaders and employees? 光辉国际 researchers revealed that many employees today resent their firms for laying people off, and don’t understand why bosses are tracking them?so closely.
??Why is workplace enjoyment a key factor in retaining both office and deskless workers? 波士顿谘询公司 researchers discovered employees dedicated to their roles spend nearly eight hours each week on laborious tasks, balanced by 18 hours of fulfilling work.
??Why are CHROs keenly aware of the need to cultivate leadership skills and enhance the employee experience as AI continues to evolve within HR? 美世 researchers uncovered that most CHROs foresee AI making a positive impact over the next two years.
?? Now, let's do a recap of the week on published research:
?? Findings of researchers:
?? HR executive compensation should be accurately reflected given their increasing responsibilities and impact on company performance.
?? Larger organizations compensate HR practitioners more highly than smaller one.
?? Only one-third of people feel that their senior most HR leader has the right skills to one day become CEO.
?? Women CHROs in the Fortune 1000 are more highly compensated than their male counterparts.
?? There is a correlation between CHRO compensation packages and company performance metrics for Fortune 50 companies, but this correlation does not extend to Fortune 1000 companies.
In 2024, over one-third (36%) agree that HR departments are compensated fairly. However, HR practitioners still do not believe their departments are compensated fairly compared to other departments within organizations, according to a new interesting research published by HRO Today using publicly available data on the Fortune 1000 and gathered CHRO compensation data on 177 senior HR executives from those companies.
?? Recommendation of researchers:
More concerning, researchers have observed that HR practitioners believe there has been no significant change in how students view HR as a career choice within the business field.
??My personal View:
This wonderful research highlights a fascinating correlation between CHRO compensation and company performance and financial results. While this link is evident for Fortune 50 companies, it is less pronounced for Fortune 1000 companies. Hopefully, more students will be inspired to pursue careers in HR and contribute to this important field for business. ??
???? What were the best HR expert opinions:
Dave Ulrich Outstanding research, thanks for sharing. Compensation communicates what is important and it is good that CHRO compensation is tied to financial performance. I agree with George that the CHRO role has evolved to include more strategic work, perhaps more in the Fortune 50 than 1000. I think we are also finding that "human capability" (talent + organization + leadership) issues are becoming more central to business performance.We found that for CHROs to move into top executive (CEO) roles, they had to be seen as a business person first, which happens in some cases, e.g., when CHROs rotate through a number of functions before becoming CEO. Thanks again for sharing!
Ana Mu?oz López Fascinating insights! It’s crucial to see how CHRO compensation aligns with company size and performance metrics, especially in Fortune 50 companies. This research highlights just how critical HR leadership is for organizational success and underscores the ongoing challenge of fair compensation across departments. Hopefully, we’ll see more companies recognizing the strategic role HR plays!
James Hamilton-Reed Fascinating read, Human Resources has evolved significantly. As we all know, a more significant percentage of mid-to-large companies currently have HR representation at the board level, indicating a positive outlook for the field. However, I recently came across an article stating that research found HR is often the last department to receive funding for innovations and technology. Indeed, it is something that needs addressing!!
Syed Gaous Another extremely powerful research you have shared! In my opinion, CHRO or HR department should be compensated as fairly as any other CXO or Department based on the value generation for the stakeholders, irrespective of size of the organisation.The KPI should be directly linked with value creation in terms of financial numbers. This will help reducing the perception of support functions and HR department or CHRO can be treated equally and fairly. Eg. saving cost and creating value due to a successful internal hiring over a lateral hiring; keeping a ready strong talent pipeline for all critical position to reduce the TAT to back fill a position after employee turnover etc.
?? Findings of researchers:
?? Feedback is most meaningful when it is timely, authentic and part of frequent check-ins.
?? Just one in four employees strongly agree they receive valuable feedback from the people they work with.
?? Employees who strongly agree they receive valuable feedback from the people they work with are five times as likely to be engaged, 57% less likely to be burned out, and 48% less likely to be looking or watching for another job.
?? Strategic recognition reshapes how employees experience and assess the value of feedback in their organization, according to a new interesting research published by Gallup using data from Gallup- Workhuman survey conducted between April 16th to April 30, 2024, with 4,439 adults who are employed full or part time, aged 18 and older, and living in all 50 U.S. states and the District of Columbia.
?? Recommendation of researchers:
Workhuman researchers have discovered that recognition becomes truly transformational when it encompasses the majority of the five pillars:
1?? Fulfilling employees’ recognition needs,
2?? Being authentic,
3?? Equitable,
4?? Embedded in the organization’s culture
5?? Personalized
??My personal View:
Gallup’s esteemed research on employee engagement has revealed that many employees are open to receiving input that helps them excel more frequently. The issue lies in the quality of the feedback they receive. High-quality feedback - much like a gift - offers value by providing information and direction that enable employees to learn, grow, and perform their jobs better.
???? What were the best HR expert opinions:
Dave Ulrich wonderful research on the importance of feedback. I agree with the five characteristics and might add *feedforward (Marshall Goldsmith ( focus on what's right as well as what's wrong do it! believe the loudest feedback parents give children is NONE, when they don't comment on bad behavior. Same is true for leaders. Thanks again for the post
Jos van Snippenberg Highly valuable research on employee expectations and the impact of feedback in the workplace. Although there is extensive literature on feedback, it is often confused with giving attention. Let me emphasize that creating the right environment for feedback is essential for achieving meaningful results with people. In addition to the five pillars of satisfaction derived from feedback, I notice that many managers give feedback frequently and without clear purpose. This can lead to confusion, frustration, or even irritation among employees.To enhance effective feedback, I’d suggest adding the following key factors: Clarify what "giving feedback" truly entails – Set clear expectations around what feedback should achieve. Define the appropriate moments for feedback – Specify when feedback will be provided to prevent it from feeling arbitrary. Always describe the specific behavior you observe – This helps avoid any impression of criticizing the person, focusing instead on actions. By emphasizing these points, feedback can become more structured and productive, benefiting both employees and managers.
Diana Carolina Perez Cabas Thank you - Emotional salary is so important for productivity at work. One of the elements of the emotional paycheck is the relationship with the line manager. We feel valued and respected when we're asked for feedback on how things are going. We feel like we are contributing to change and improvement, rather than being told what to do. This leads to increased motivation and engagement and as people feel empowered.
Domnic Nicklaus interesting research paper highlighting the gap on engagement , recognition and feedback. According to me Managers & Leaders should place a strong focus on asking thought-provoking, reflective questions that encourage employees to find their own insights and solutions more of a coaching technique. Regarding recognition, I fully support the recommendations from the Workhuman research team. However, I would add that organizations should take a proactive, strategic approach to embedding recognition deeply within the company culture. This should cascade from top management, ensuring every level understands its value. Providing employees with tools and resources for effective recognition fosters an environment where appreciation becomes second nature. Emphasizing the link between recognition, engagement, and improved performance—ultimately leading to better customer service—demonstrates a clear and measurable return on investment.
Veronika Birkheim It doesn’t surprise me that most of the people don’t want to be feed-backed on a weekly basis. In real life, you need time to review and change behavior. As a manager, you rather focus on important, repetitive behavior clusters that you want the person to improve rather than feedback every little thing every week. Ofc you should also recognize and appreciate people regularly. Here as well, it should be topics to highlight, to not lose its meaning.From the individual perspective, it’s best to ask your team members how often and what they wish recognition for. People are really different when it comes to appreciation.
Reema Purohit I believe organizations must prioritize training managers not just to give feedback, but to create an environment where employees feel valued and understood.
?? Findings of researchers:
Gen AI is still in the early phase and views of Gen AI have evolved since 2023, with greater acceptance that Gen AI will lead to greater productivity.
??Approximately half of organizations (51%) have minimal or no restrictions on Gen AI usage at work. However, as the size of the organization increases, so do the restrictions.
?? Investment in Gen AI budgets is set to increase across all functional areas over the next 2-5 years.
?? While there is consensus that Gen AI is impactful, it has yet to be widely recognized as “highly impactful” across most areas, according to a new interesting research published by 美国宾夕法尼亚大学 - 沃顿商学院 in partnership with GBK Collective using data ?? from a survey with more than 800 senior business leaders working full-time in large commercial organizations with 1,000 or more employees.
?? Recommendation of researchers:
??Researchers offer the following recommendations to organizations:
?? Gen AI is still in the early phase. It takes time for companies and industries to fully take advantage of the new tools, assess the right tools and platforms, and re-engineer their processes and develop new capabilities based on the new tech.
??Short-term investment may be cooling, but this is not to be seen as a lack of interest. Investment in Gen AI remains strong, signaling that while maybe not immediately, many industries are preparing to embrace a world in which Gen AI plays a big role.
??Remain vigilant, continue experimenting, watch for major developments, and be ready to follow quickly with investment as successful use cases become known.
?? Have an open mind on which vendors are the best on Gen AI because best may soon be relative.
??My personal View:
This insightful research on the current trends and future of Gen AI clearly indicates that we are still in the early stages of this technology. I appreciate how the research has categorized the past three years: 2023 as a year of trials, 2024 as a period of experimentation, and 2025 as the phase for adoption and deployment.
???? What were the best HR expert opinions:
Jeremy Korst Thanks for sharing our study! Excited to hear other reaction and feedback! What’s also different about our study is that we aren’t trying to sell or promote anything - this is truly about learning. And we are one of the only studies that now has longitudinal data, which we hope to keep going annually to track changes.
Dave Ulrich More research on the importance and impact of AI on the workplace and workforce. I have asked dozens of groups ranging from 20 to 200 "how far along is your company on the s-curve of AI?" and the answer is almost always 2-4 out of 10. Then, we explore how AI is being and can be used and come up with four waves, with most of the work in wave 1 and 2. This is consistent with this research ... more to come!
Shailendra Kumar Fascinating insights! As an AI veteran, I've seen the hype cycles come and go, but GenAI's impact is undeniably transformative in the past couple of years. The key lies in strategic implementation - it's not just about cost-cutting, but re-imagining processes and unlocking new value streams. Remember, "Innovation is not about saying yes to everything. It's about saying NO to all but the most crucial features" - Steve Jobs. This applies perfectly to GenAI adoption.I'm curious: How are you measuring the intangible benefits of GenAI, like improved decision-making or enhanced creativity? These often outweigh the direct ROI but are trickier to quantify.Let's keep pushing the boundaries of what's possible!
Andrew Lang Fascinating! The balance between experimenting with AI while managing organizational restrictions is key to maximizing its benefits without stifling innovation. I’m curious to see how these early experiments and investments will shape future AI-driven transformations, especially as leaders keep an open mind on emerging vendors and tools.
John Sorkvist GenAI is definitely in it’s early stages across every department. With the rapid progression budgets should be reigned in because the market can change rapidly in a year or two with more features and competition due to the ability to develop software faster. So more niche products bs larger with more features, lots to dive into. The best format is technology empowering people as AI as of yet cannot replace that human touch, especially when it comes to customer service and resolving issues quickly and efficiently.
Dr. Bhanukumar Parmar An authentic research share. Yes, we are at the early stages of GenAI in the corporate world. As rightly stated by the researchers, we need to be vigilant, learn from others, experiment, & train everyone. On the question, companies should invest for Trial, Train & Transform - play for FAIL -SAFE - Familiarization, Adaptation, Improvements (in Company processes), & Learning - Scalability (in future), Agility (Future-Compatibility), Financial (Planning - how much to spend) & Evaluation (before diving in). This will prepare the workforce for the transformative impact of GenAI.
?? Findings of researchers:
For a variety of reasons, trust is eroding between?leaders and employees.
?? Organizations have found that employees who feel trusted and can reciprocate that trust with their bosses tend to be more engaged and productive compared to those who don’t
??Only 67% of employees highly trust their employer, according to one 2024 survey a decline of 3% points from 2022. In another survey, a full fourth of US professionals said they don’t believe their employer trusts them.
?? Bosses who don’t create a bond with employees often?wind up with under-performing organizations.
??A lot of the trust firms and employees built during COVID-19 has slipped away. Many employees today resent their firms for laying people off, and don’t understand why bosses are tracking them?so closely.
When there are fewer people working face-to-face, there are fewer chances to build relationships and trust, according to a new interesting research published by 光辉国际 using data ?? from different surveys.
?? Recommendation of researchers:
Researchers have identified the key reasons why employees lose their employer’s trust:
领英推荐
?? Embarrassing colleagues or taking undue credit
?? Failing to follow through on commitments
?? Ignoring in-office requirements
?? Delaying responses to questions
?? Frequently making mistakes
?? Researchers conclude that in the post-pandemic world, both companies and employees have experienced significant changes. Many firms have eliminated the high salaries once necessary to attract talent and have increased demands for in-office presence.
??My personal View:
As researchers highlighted in this wonderful research, the main challenge lies in regaining trust. Experts suggest that while there are clear methods to build—or rebuild—trust, these methods are not necessarily easy. Effective trust-building requires bosses to make employees feel assured of their support. It’s well-known that trust can be lost in an instant, but rebuilding it between two people takes much longer.
???? What were the best HR expert opinions:
Dave Ulrich Wonderful research on trust. I agree that it takes time to build and can be lost quickly. Without trust among employees and between employees and organization, work becomes burdensome. With trust, work entices and moves quickly (see Stephen M. R. Covey book Speed of Trust). I have coached managers on the ".... ables" of trust : dependable, reliable, predictable, stable, capable, honorable, teachable, approachable, likable, personable, peaceable, believable
Tom O'Connor CMgr MCMI FCIPD The trend and inclination for people to prefer working remotely has had a damaging effect on trust and loyalty within teams and organisations. Effective people management needs regular face to face contact and interaction. The insidious growth and dependency of Teams and Zoom calls has an unwelcome effect within teams and organisations particularly HR.
Domnic Nicklaus Interesting topic. Trust is fundamental to any organization’s culture, enabling teamwork and collaboration. Without trust, silos form, and productivity suffers. A powerful example is the defense sector, where teams operate in high-stakes environments. Soldiers rely on each other’s expertise and commitment, with lives and missions depending on this mutual trust.Organizations can strengthen trust by fostering open communication, promoting transparency, and encouraging accountability at all levels. Leaders should lead by example, showing integrity and consistently following through on commitments.
Rishi A. Battja ?? It’s a very relevant topic, and I’ve seen many posts covering the “T-concern", so thanks again. When talking about Trust (T-Concern), I wonder how we can increase trust between leaders and employees and whether we are over-complicating this by not focusing enough on genuine connections. I sincerely believe that increasing trust between leaders and employees can indeed be straightforward if approached with genuine intent and consistent actions.Although there are many effective strategies available (transparency, consistency, empathy, appreciation, recognition, autonomy, leading by example, open communication, etc., etc., etc.), it’s important to remember that building trust is a continuous and ongoing process. Genuine connections should (therefore) be at the heart of trust-building for every leader (not necessarily managerial). By continuously focusing on authentic interactions and consistent, supportive behavior, leaders can foster a trusting and collaborative work environment.
Sarah McLellan Thanks for highlighting this issue. Trust is such an important measure on so many fronts and as you share, the drivers for a decline are multiple. However, it feels to me that at the core is a focus on enabling cultures where people can grow. When we start there, positive human behaviors are valued and cultivated and key outcomes follow.
?? Findings of researchers:
Enjoying work matters even more for retention of deskless workers than it does of office workers.
? Employees dedicated to their roles spend nearly eight hours each week on laborious tasks, balanced by 18 hours of fulfilling work.
?? The risk of attrition is 86% higher for those whose income fails to meet their living expenses, compared to those whose income does (54% versus 29%).
?? Overall, individual contributors find less enjoyment in their work tasks compared to managers, according to a new interesting research published by 波士顿谘询公司 using data ?? from 1764 employees (workers and deskless) from two different surveys conducted in the fall of 2023 and in my 2024.
?? Recommendation of researchers:
?? Finally researchers conclude that their research shows how important it is to make work enjoyable, it’s important to bear in mind that joy at work is not a panacea, and it cannot offset the attrition risk associated with economic insecurity.
??My personal View: This fascinating research by BCG highlights that a significant portion of work is neither joyful nor toilful. It underscores the importance of joyful work in retaining employees, emphasizing that managers should strive to create a joyful work environment for their teams. Business and line leaders, rather than HR, should take ownership and prioritize redesigning work to enhance employee enjoyment without compromising efficiency and effectiveness.
???? What were the best HR expert opinions:
Dave Ulrich Again, thanks for sharing fascinating work. There are many words to describe employee sentiment: motivation, satisfaction,commitment, engagement, experience, flourish, hope, and now enjoyment. While these terms have a common root (sentiment), they each offer a twist on what it means. I like the term enjoyment because i believe that the emotion of "joy" captures a sense of passion, excitement, devotion, and intensity. The research confirms that when employees find "joy" in their work, good things follow (retention, productivity, performance).The research also helps me reflect on whether I find "joy" in the work I do, and I do! Thanks for sharing.
Jennifer Wilson Rouyer I’d like to humbly add my two cents—not as a top influencer or HR expert, but from my personal experience on both sides of the manager/non-manager relationship. While pay is, of course, critical, I’ve found that, for myself and for those I’ve managed over the years, a true sense of enjoyment at work often comes from feeling empowered, valued, and having transparency in communication. Thank you, for such an insightful post!
Andrew Lang Insightful findings! While joy in work boosts engagement, this research highlights an essential point, financial security is foundational. Even the most enjoyable job can’t offset the strain of economic instability.
Tess Hilson-Greener Great advice. I agree priorities growth, flexibility, recognition, wellbeing, and purpose to retain top talent.
?? Findings of researchers:
?? CHROs recognize the importance of developing leadership capabilities and improving the employee experience to effectively navigate the complexities of the modern workplace!
?? Majority of CHROs identified building leadership capabilities as one of their top three critical initiatives over the past two to three years
?? The second highest priority, at 43%, is improving the employee experience. This priority was even more prevalent among companies with fewer than 500 employees, with 60% prioritizing it over the last two to three years.
?? Most CHROs foresee AI making a positive impact over the next two years. AI can also help HR make up for lost or non-existent resources - 7% anticipate HR staff reductions in the next 12 months), allowing them to achieve more with less, according to a new interesting research published by 美世 using data ?? from from 183 global companies across 14 industries between April and May 2024.
?? Recommendation of researchers:
??Finally, researchers advise that CHROs should undertake pivotal actions to prepare both themselves and their organizations. These crucial steps will enable them to embrace the future effectively:
?? Accelerate AI for HR readiness utilizing the model of Educate, Experiment and Enable.
?? Drive AI adoption across the enterprise.
?? Strengthen C-suite relationships and alignment if they aren’t already strong.
?? Understand and plan to bolster your critical skills as an organization
?? Don’t sleep on employee experience.
?? Build your HR team for the future.
??My personal View:
This exceptional research, based on CHRO surveys, highlights that the HR function will remain dynamic, evolving into a more strategic and technology-driven domain. CHROs anticipate playing a crucial role in shaping organizational strategy and driving outcomes, necessitating a focus on skills development, management, and leadership.
Researchers believe that HR’s role will continue to transform from transactional to becoming a true strategic partner, involved in planning, organizational design, and leveraging AI for automation. The emergence of Gen AI presents significant opportunities for CHROs, acting as a force multiplier, especially for HR leaders navigating limited budgets and resource constraints.
???? What were the best HR expert opinions:
Dave Ulrich Mercer continues to do outstanding research on CHRO priorities and agenda. In our work, we have found that HR (CHRO and other HR professionals) create human capital that creates stakeholder value. Human capital includes improvements in what this research finds in four areasTalent: employee experience leadership: competencies for the future, c-suite relationships Organization: culture, capabilities HR function: staff reductions, COEs, upskilling HR, HR technology, HR operating model All through the information AI provides. This results in a human capability plan.That creates value for all stakeholders. Exciting to see this work progress!
Karen Stone Fascinating insights - I really appreciate your posts! While 'leadership development' remains a top CHRO priority, I wonder if we're transforming HOW we develop leaders at the same pace we're transforming our operations? The 33% progress metric suggests we need to fundamentally rethink leadership habits for an AI-accelerated world. More thoughts coming on this...
George Kemish LLM MCMI MIC MIoL Great post Nicolas . Firstly, there has been a lack of leadership training, coaching and mentoring over the years, with people being promoted based on their 'technical' skills with little, if any, thought given to leading people. We need to go back to basics before expecting people to be in a position to lead change. Secondly, there is a need to take care when introducing AI into the HR environment. AI can provide valuable support to the HR function but there is a need to be clear on expectations of what is to be gained by its use and to ensure that the software chosen can meet those expectations. AI in HR is not new - I have seen it introduced in large organisations but it didn't always provide the outcome that was expected, especially in reducing numbers employed in the HR arena. In one case, where employees were given the ability to input data thus reducing the work of HR, it had two downsides. Firstly, it reduced productivity due to time spent by employees inputting data. Secondly, it required HR personnel to audit the data that had been input (hence the expected reduction in HR personnel was only partially achieved. In short, be careful what you 'wish for' when introducing AI.
Namita Gopinathan,MBA Fantastic research! I’d also add that this transformation creates substantial opportunities to strengthen both internal and external brand positioning. Many companies have shown that prioritizing employee experience, along with leveraging AI-driven HR processes, not only boosts retention but also elevates employee satisfaction. Thank you for sharing!
?Leaders looking for the next step in their career:
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That's it for last week's recap - Happy Sunday and wishing you health and success?!???
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Nicolas BEHBAHANI
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
3 周Thank you Nicolas BEHBAHANI for another outstanding edition of Weekly People Research! The insights shared this week are incredibly valuable for anyone looking to drive meaningful change within their organizations. The research highlights the crucial role of meaningful feedback, the increasing relevance of AI, and the importance of fostering enjoyment in the workplace—all vital for enhancing the human experience at work. I wholeheartedly agree that if readers take the time to digest these findings, we can significantly enhance our workplace cultures and improve overall employee well-being. Grateful to all contributors for their efforts in making this research more impactful! I look forward to continuing this journey of learning together.
People | Management | Global HR | Strategy | CHRO | Transformation | Leadership | Diversity | ESG
3 周Nicolas BEHBAHANI, fantastic weekly edition! You covered AI, which requires investment and perhaps some time, but also highlighted trust-building processes, which are free yet take time to strengthen. Learning from you and gaining insights from your work is always a pleasure. Thank you for that!
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
3 周As ever Nicolas, your research and thoughts have been insightful, thought-provoking and generated a great deal of useful comment from other readers. I look forward to your insights as they provide the research and outcomes that provide additional learning. This week has been extremely useful, particularly the posts on the introduction of AI and of how this might transform the way in which people work. It is an area that I am currently researching myself. Please keep these insightful posts coming Nicolas. Happy Sunday - I hope you have a great week ahead.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
3 周An incredible edition of Weekly People Research! Big thanks to Nicolas BEHBAHANI, for this treasure trove of insights. ?? CHRO compensation vs. performance, Gen AI's rise, feedback's power, & workplace enjoyment - this edition covered it all. ?? A special shoutout to all the HR experts for their inspiring insights, & Happy Deepawali & Gujarati New Year to all! ??
Change Strategy & Transformation Expert ? Empowering Leaders to Drive and Scale People-Centric Change ? Author Purpose Driven People ? Keynote Speaker ? Obeya Coach
3 周I am always very happy to receive your weekly summary Nicolas BEHBAHANI Again outstanding research to digest and helps to ask relevant questions in our own teams. Enjoy your weekend ??