Fight the 6 killers of your strategy
Strategy in business is too often a subject reserved for specialists in the strategy department or for top management. They are certainly the key elements, but to succeed they need to involve the teams who are in contact with customers and those who will implement the strategy more closely. That’s why P-VAL’s ambition is to […]
Generative AI: against the backdrop of linguistic warming, let’s adapt our value chains!
Generative Artificial Intelligence (GenAI) is overheating. Everyone’s talking about it, but at company headquarters, corporate functions are struggling to put it into practice. When we write a request on ChatGPT, which takes us 10 minutes of sticking out our tongues to produce a 3-line prompt, the machine responds in 2 seconds with a text that […]
Corporate culture: a major lever for the CEO?
CEOs are often more lucid about the importance of their company’s culture – afterwards – rather than during the period when they are effectively at the head of the compagny. One example among many is Frédéric Oudéa’s testimony in an interview conducted by McKinsey. “The whole organisation must be able to find and implement solutions. […]
“We are going to create a hedge observatory”
This announcement was made by our Minister for Agriculture at a time when the French Prime Minister, in his general policy speech, stated that he wanted to reduce bureaucracy in France, and his Minister for Finance wanted a “simplification shock”, a useful package for saving €20 billion. This announcement on hedges is a grotesque revelation […]
How to make the right decision under maximum pressure?
1940, Battle of France “Basically, the General Staff is like a bridge player being questioned from a nearby room: – What should I do with my queen of spades? The isolated player would shrug. Having seen nothing of the game, what would he answer? But a General Staff has no right to shrug. If it […]
Three-act strategic change: towards sustainable transformation
All too often, strategic change is associated only with its visible and symbolic aspects, i.e. the day when the executive announces a change of strategy, marking a salutary break, … necessarily salutary. However, strategic change must first and foremost be seen as a process. As Antoine Riboud, founder of Danone, once said: “You only discover […]
Are you as Merchant as Blaise Pascal ?
The Merchant World is all too often the poor relation of the six reference Worlds that enable us to visually map the Worlds present within an organisation, or between two organisations that need to cooperate. We carried out a World analysis on the motivational levers of the Corporate Banking teams of a major European bank: […]
The World of Laurent Berger: a leader at the crossroads of the Civic and Merchant Worlds
The World of Laurent Berger: a leader at the crossroads of the Civic and Merchant Worlds This is where compromises are made between the balance of power and the general interest. This could be an apt summary of the ability to carry out reforms in the public sphere and transformations in companies? The number one […]
This is the story of 3 rugby referees…
Three rugby referees share best practice during their World Cup preparation course The first referee says: “I whistle for every foul”. The second referee says: “I whistle every foul I see”. The third referee says: “When I whistle, it’s a foul”. This story, which you can easily transfer to your professional world, distinguishes three conceptions […]
Fabien Galthié: how can you transform your own World to develop a winning culture of cooperation?
Fabien Galthié’s coaching career has not been an easy one! At club level, he often started with convincing successes at Stade Français, Montpellier MHR and then RCT Toulon. But these experiences often ended with a bitter taste, as he was sacked by managers with whom he was unable to cooperate (it has to be said […]
