Ayming Institute

Absenteisme au Travail, alerte rouge. Et demain peut-etre, si rien n'est fait, ecarlate! Veritable fleau social autant qu'eco- nomique, l'absenteisme en France gagne chaque annee du terrain. Il y a 10 ans, un salarie etait deja absent 13,5 jours par an en moyenne. Il l'est aujourd'hui plus de 17 jours, l'equiva- lent de trois semaines et demie. Pour reagir, il faut tenter de comprendre. Ces vingt dernieres annees ont vu l'explosion du secteur tertiaire, la generalisa- tion des nouvelles technologies, l'interpenetration de notre vie professionnelle et de notre vie privee, la multiplication des contrats courts... Autant de bouleversements qui ont irreversiblement transforme notre rapport au Travail. L'absenteisme est moins le mal lui-meme que le symptome de ces bouleversements que nous n'avons pas su anticiper et qui ont engendre un veritable mal-etre chez des travailleurs de plus en plus nombreux. Il surgit la ou les entreprises ne sont pas encore parvenu a repenser notre relation au Travail. Elles doivent desormais avoir un objectif prioritaire : engager et reengager leurs collaborateurs. Ce livre veut, a leurs cotes, les aider a re-enchanter le Travail. 

The European continent has never been more important to the future of the global economy. The role of the European Union is now being overshadowed by seemingly existential threats. Europe is changing, and changing quickly. The global economy is also changing, and is doing so more quickly than at any other time in history. Companies are changing the way in which they do business, and the way in which they define business. What is success? How do we measure business performance in the new global economy? The transition from old economic models to a new business paradigm creates environmental, social, and societal issues. Seeing companies through the challenges ahead will require strong leadership, exceptional vision, and talent. This book sets out the views of five women who match this description. While women are still underrepresented in senior management positions, these women have succeeded as business leaders. Does the uniqueness of the female experience affect their vision of the economy? What can their careers and their companies tell us about business performance? Perhaps most importantly - for Europe, for these women, for our economy as a whole - what comes next? Julie Chapon - Co-founder of Yuka, Cristina Garmendia - President of the 'Fundacion Espana Constitutional', Emma Marcegaglia - President of Eni, Laurie Pilo - Managing Director of Ayming Benelux, Anne Rigail - Chief Executive Officer of Air France

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.

Today's professional environment is dramatically different from that which existed just twenty years ago. The digital revolution is in full swing, and working practices are undergoing some of the biggest changes in history. In addition to this background of change, COVID 19 has had an unprecedented impact on every aspect of modern professional life. This background of change, combined with an additional sudden shock is generating novel challenges, which present difficult questions. What organisational structure is best placed to handle crises such as this? What are the ingredients of successful remote work? What is the best way to manage a team remotely? How should leaders communicate in a crisis? Beyond these critical issues-and perhaps even more importantly-leaders also need to prepare for the future. How do they ensure the success of an organisation in an uncertain future? How are they going to secure the talent they need? To address these questions, this collection brings together contributors from a rich variety of backgrounds, drawing on many combined decades of leadership experience. In addition to sharing answers to many contemporary questions and their personal experience of the recent crisis, they outline their vision of the future of the world of work. 

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.