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  1. The iPhone is out, so what’s next?

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    Category: Opinions

    Beginning of 2019, Apple issued a profit warning due to a decrease in iPhone sales. The Chinese market seems to be a hurdle, as well as the fact that almost 12 years after the launch of the first iPhone, our enthusiasm for replacing our current model with the latest one is dwindling. Actually, it is not just Apple’s problem, says Dean Marion Debruyne. Because the underlying question is whether the wave of innovation driven by the smartphone platform in the past ten years is over. And whether a new platform can result in a new, similar wave of innovation. All eyes are on smart speakers.

  2. Are your decisions influenced by fake news?

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    Category: Opinions

    The rise of fake news is also putting leaders in the danger zone. The number of wrong decisions threatens to reach unforeseen proportions. With these six strategies you can make sure that you make well-founded decisions that are not only based on emotion or on what is 'new'.

  3. How to integrate AI in business schools?

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    Category: Opinions

    According to Professor Steve Muylle, AI will not replace staff or professors; it will simply make their jobs easier and less time-consuming, so they can focus on more important tasks. But if business school administrators are going to successfully deploy AI, they must experiment with it. They must input more data and update common processes so AI algorithms become more specific and efficient. If they do that, business schools will find themselves not only teaching AI at a world-leading level, but implementing it in ways that ensure a tailored, responsive, and high-quality educational experience.

  4. CEOs are not machines

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    Category: Opinions

    Do CEOs really take decisions differently from other people? Is it true that they tend to look more to the future and have a broader view of reality, or is it simply in their character to make bold decisions? Professor Kerstin Fehre explains that we often forget that CEOs are, first and foremost, human beings. We have a tendency to see them as machines that take very rational decisions, which obviously they are not. CEOs are only human and have limited cognitive filters and rational capacities. Professor Fehre conducts research into CEOs’ cognitive processes to see how these influence their decision-making and consequently impact on corporate strategy and results.

  5. Companies need to become extremely transparent

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    Category: Opinions

    To paraphrase Bill Gates: most people tend to overestimate what will change in one year and underestimate what will change in the next ten years. The chances are that 2019 will be very much like 2018. Fashion magazines show you what to leave in your wardrobe, what to buy if you want to stay on trend and what to keep away from if you want to avoid looking hopelessly outdated. Management is also subject to trends. Dean Marion Debruyne talks about the management trends she expects to see this year – including digital ethics, a need for transparency and the importance of agility in turbulent times.

  6. Brexit vote - the logistics nightmare has become a reality

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    Category: Opinions

    On Tuesday 15 January the British parliament voted against the Brexit deal. The rejection of the deal has repercussions for industrial production. Even before the vote, multiple sources reported a drastic increase in stocks in the United Kingdom. This could disrupt logistics chains (for a lengthy period). Of course, the havoc will be even worse with a No Deal scenario.

  7. Healthcare cost structure can be tightened up significantly

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    Category: Opinions

    Healthcare institutions can play their part in counteracting rising healthcare costs. The fact is that contributions from the government and insurers will not and cannot increase very much: in that respect the limit has been reached. Professor Filip Roodhooft from Vlerick Business School makes a case for a value-based healthcare model.

  8. What can leaders learn from the Incas?

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    Category: Opinions

    The Incas had certain progressive ideas that made their empire work extremely well. They used an ingenious communication system, that allowed the Inca leader to exchange information with all the inhabitants of his empire both quickly and efficiently. Secondly, the Incas had an unusual way of dealing with their defeated enemies. At the basis of their progress and learning, was systemic experimentation, allowing them to learn from their mistakes. And finally, they lived by three simple rules of thumb. Professor Karlien Vanderheyden shows that as managers and leaders, we still have something to learn from them today.

  9. 10 Years after Lehman: Is Europe heading towards a New Financial Crisis?

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    Category: Opinions

    Professor David Veredas recommends that the European Stability Mechanism (ESM), already in place, should play a more active role in mitigating the risk of a new financial crisis in Europe. Specifically, he advocates that countries facing sovereign debt problems work together with the ESM on a package of economic reforms that may allow debt relief. The current escalating confidence crisis facing Italy could be more effectively resolved by such involvement of the ESM. The ESM should also play a prominent role in the recapitalization of problem banks in order to reduce the non-performing loans (NPLs), which are still substantial in some euro zone countries, notably Greece and Italy.

  10. Model for a considered and responsible remuneration policy

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    Category: Opinions

    Professor Xavier Baeten is astonished by the copycat behaviour on display when it comes to awarding remuneration. He believes that a key way for a company to show where its priorities lie is for it to design bespoke top-level salaries. To this end, he has developed an executive remuneration strategy model for making responsible choices.

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