Comment expliquer la popularité d'Amazon et la réussite fulgurante de plateformes comme Uber ou Airbnb ? Faut-il supprimer les fonctions supports et les départements R&D au sein des organisations ? Les performances d'une entreprise peuvent-elles susciter le même engouement que les prouesses sportives de Lionel Messi ? Autant d'interrogations qui sont au coeur de la réflexion consacrée par Hervé Amar aux ressorts de la performance. Convaincu que les prouesses financières ne suffisent plus à bâtir des stratégies au long cours, l'auteur décrypte les mécanismes permettant aux entreprises de sécuriser leur modèle, d'accélérer leurs politiques d'innovation et d'anticiper les mutations de leur marché. Selon lui, l'heure est désormais à une gestion plus habile du facteur temps et de la motivation des salariés, deux paramètres trop fréquemment sous-estimés. Fort de son expérience, en invitant les décideurs à miser sur l'ouverture, le bon sens et le bien-être des équipes, Hervé Amar offre un regard original et inventif sur le leadership. Son propos, nourri par une approche pratique du fonctionnement des entreprises et une analyse éclairée des enjeux d'actualité, ouvre des perspectives inédites sur la conduite du changement et le management des talents.

Oui, la crise a du génie : si elle a suspendu le temps social et économique, si elle a obligé les entreprises à ralentir voire à interrompre certaines de leurs activités, elle leur a aussi permis de redéfinir leurs priorités et de repousser les limites de l'innovation pour maintenir et réinventer leurs performances.   Dans de nombreux secteurs économiques, des tendances sous-jacentes ont été confirmées et accélérées, en matière de ressources humaines, de digitalisation, d'industrialisation, de verdissement de la production, de responsabilité sociétale.   Le Ayming Institute a rassemblé huit grands témoins de ces évolutions, huit dirigeants qui ont su voir les opportunités de la crise et se sont engagés pour en sortir plus performants et optimistes, dans des domaines aussi variés que la banque, la mode, l'industrie, le sport, la santé ou le marché de l'art.

Performing in a crisis: Extraordinary results in uncertain times is a timely look at how performance in the business world is changing. The recent COVID-19 pandemic has forced us to make drastic changes to the way that we do business. Many of these changes were previously unimaginable. Parts of the economy simply stopped overnight, as governments ordered social venues to remain closed. For the workplaces that remained open, new health and safety protocols had to be written, introduced and respected. Managers had to adapt quickly to managing remotely, as working from home suddenly became the new normal. Professional and social distancing introduced communication difficulties, further complicating the task. Technology was also tested to breaking point. Some companies were forced to buy laptops at short notice. Others struggled as inadequate IT infrastructure buckled under the sudden increase in traffic. Any gaps in business continuity plans were suddenly exposed. The best prepared were able to carry on working, but still had to face extremely challenging economic conditions. The Ayming Institute has gathered together the contributions of four leaders who showed exceptional performance during the COVID-19 crisis. Their leadership, in companies, associations and hospital units, enabled exceptional performance in the fields of health and safety, communication, technology and managerial excellence.

Just why is Amazon so popular and what's really behind the me- teoric rise of platforms like Uber and Airbnb? Should businesses dispense with support functions and R&D departments? Can a company's performance spark the same frenzy of excitement as Lionel Messi's sporting prowess? These are just some of the questions at the heart of Herve Amar's analysis of performance drivers. A !rm believer that !nancial wizardry alone is no longer a stable foundation for long-term strategies, Herve Amar deconstructs the mechanisms that enable companies to safeguard their busi- ness models, accelerate innovation policy and anticipate market shifts. He argues that the time has come for more adept man- agement of two factors that businesses often underestimate: time and employee motivation. Backed by his own experience, Herve Amar puts forward a unique, imaginative perspective on leadership by encouraging decision makers to rely on openness and common sense and to invest in the well-being of their teams. His philosophy, fuelled by a practical approach to the way that companies operate and an informed analysis of current issues, opens up an entirely new outlook on managing change and talent.