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  1. Reshuffling strategic priorities without losing your balance

    Date:
    Category: Opinions

    In times of unexpected crisis, attention to the core and protecting the essence of one’s business is clearly paramount. Yet, you also want to rebalance your future priorities: which elements of the strategy do you need to boost, slow down, add or scrap? One simple and powerful way to go about that is to map different possible scenarios. Professor Carine Peeters shows you how you can do so by following five key steps.

  2. Covid-19 is Infecting Markets as well as People: how can Equity Investors Respond?

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    Category: Opinions

    Financial market investors are not normally concerned about viruses, as their effects are usually temporary. However, there is no other modern pandemic against which the economic effects of Covid-19 can be compared. In a volatile market, it is tempting to cash in your equity investments and leave. However, with central bank interest rates falling, there are few options available that will offer an inflation busting return. Professor Simon Ashby shares some strategies to consider.

  3. How do we market a wearable for epilepsy patients?

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    Category: Student News

    Masters in Innovation & Entrepreneurship students put together a business plan for medical wearables by Byteflies start-up

    Only one-third of epilepsy patients are on the right medication. Thanks to Byteflies’ medical wearable, doctors have access to data that they can use to adjust medication. But how do you market this kind of device? That was the question that Vlerick students Bob and Arno tackled for their in-company project (ICP). The impact was greater than anyone expected…

  4. Boards should look beyond regular risk management to focus on strategic resilience

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    Category: Opinions

    Effective risk oversight in the context of a major disruption requires boards to rise above their traditional monitoring role and develop a strategic stance to dealing with risk, says Professor Regine Slagmulder. Companies whose board members consider risk as an integral part of their business strategy rather than as an after-thought, are bound to have a competitive edge in building resilience for the future.

  5. Why people stockpile toilet paper en masse

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    Category: Opinions

    It is evolutionary adaptive behaviour to follow the crowd in times of uncertainty. However, when it comes to stockpiling toilet paper we are not solely following the social norm. A rapid sale of the same product also creates a striking emptiness in the store shelves. That leads to the creation of a vicious circle of scarcity and social norm. Professor Barbara Briers explains how such a persuasive mechanism works.

  6. Job insecurity is contagious: how can you ensure that the work climate is not affected?

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    Category: Opinions

    The COVID-19 outbreak is threatening the jobs of many across the globe. Regardless of the exact numbers, it is clear that many employees will at least subjectively worry about the continuity of their jobs. Research shows that such job insecurity is very contagious and may affect the overall work climate in your organisation. To maintain a positive work climate, leaders should focus on three elements, says Professor Katleen De Stobbeleir.

  7. Let top management set an example for pay cuts

    Date:
    Category: Opinions

    Applying pay cuts in the form of temporary unemployment measures is a good idea, says Professor Xavier Baeten. However, we should not underestimate the negative effect they have on attitudes to work. It helps if employees trust management, but managers do need to set the right example.

  8. Maintaining organisational stability in irrational times

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    Category: Opinions

    Even if in due time we manage to tame the Corona outbreak, other new, unprecedented and unpredictable events will arise. There is one thing you can always focus on more: keeping stability during times of change. Surely, we cannot change what happens to us today, but instead of panicking, we can work on creating a feeling of mental and emotional safety and solidity. Professor Peter De Prins offers organisational leaders in crisis mode 6 recommendations to keep in mind.

  9. Entrepreneurs between damage control and responsible leadership

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    Category: Opinions

    SMEs are feeling the impact of the corona crisis at all levels. By linking a long-term vision with a decisive limitation of the short-term damage, they can emerge stronger than before. That's the opinion of Entrepreneurship Professor Hans Crijns, researcher Yannick Dillen, Daan De Wever (CEO of Destiny) and Herman Van de Velde (Chairman of Van de Velde NV).

  10. Vlerick Business School successfully transitions company projects to online

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    Category: Programme news

    With the spread of COVID-19 and encouraged social distancing, business schools globally have faced tough decisions on whether to shift their teaching to a fully online model or cancel classes all together. This becomes an even more difficult decision when it comes to programmes and classes that involve interaction with external companies, such as our Global Supply Chain Strategy Bootcamp together with our Prime Foundation Partner Lineas. Thanks to our extensive experience with online learning and everyone’s flexibility and willingness to make this work, we successfully transitioned the bootcamp to online.

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