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    Human or algorithm: which makes the best decision?

    Date:
    Category: Opinions

    Although algorithms often score better than human judgement, we still tend to follow our feelings. And once an algorithm has made mistakes, our confidence tends to drop even further. Making mistakes is part of being human, so we find it easier to accept mistakes from people than from algorithms. As a manager, how do you ensure that your employees are open to algorithms? And that they also use these algorithms effectively when supporting decisions?

  2. How can we learn from failure?

    Date:
    Category: Opinions

    Many leaders find it difficult to respond constructively to failure. After all, if we are no longer allowed to blame an employee when something goes wrong, how can we ensure that employees will still do their best to perform as well as possible? Although many organisations consider learning from failure important, very few of them actually take a good approach to it. Why? Because most managers look at failure the wrong way.

  3. What we can learn from app-using grannies

    Date:
    Category: Opinions

    Professor of Human Resources Management Dirk Buyens does not regard the changes prompted by digitisation as in any way troubling. ‘We have to learn to understand the reasons why employees may or may not be engaging.’

  4. Six best practices for continuous change

    Date:
    Category: Opinions

    COOs increasingly operate on strategic levels, translating external developments into their organisations and implementing necessary internal changes. However, in practice, these continuous changes raise dilemmas. This balance between innovation and continuity is the topic of conversation of a new advisory board in Management Scope magazine. Three Dutch COOs and Professor of Leadership and Coaching, Katleen De Stobbeleir, together devise six best practices to allow problem-free navigation between innovation and continuity.

  5. Digital transformation in Flanders: We should aspire to be number one, not just one of the top three

    Date:
    Category: Opinions

    Digital transformation is a means of survival in the turbulent times that we are currently experiencing and that still lie ahead of us, according to Professor Stijn Viaene. “We have to make this cumbersome tanker change course. We may need to transform it into a fleet of sailing boats - provided that we give everyone the chance to stay on board. Because not only is this our damned duty; it is also the only way that we will be able to pull through.”

  6. What skills will you need in the 21st century?

    Date:
    Category: Opinions

    How do you, as a leader, deal with such a vague concept as 'the skills for the 21st century'? And what competencies do you need to develop among your employees to make them future proof? Professor Katleen De Stobbeleir advises us to start mapping the challenges today's employees face first.

  7. Curiosity, a core ingredient of leadership

    Date:
    Category: Opinions

    Curiosity means having an interest in situations from which you can potentially learn, or a desire for new experiences. And a curious mindset has many advantages for organisations, managers and staff. Professor of Leadership Karlien Vanderheyden talks about the different dimensions of curiosity and shows you how to exhibit curiosity as a leader as well as spark curiosity in your staff.

  8. Unlearning is as important as learning

    Date:
    Category: Opinions

    Most of the management principles which we apply today were actually invented 100 years ago. To a great extent, we are still stuck in the basic ideas of that time. According to Dean Marion Debruyne we cannot run and manage organisations which need to be ready for the 21st century using principles from the last century. Along with technological change, we need management change and a different kind of leadership. That’s why unlearning old mental models is just as important as learning new things.

  9. How can man and machine work together in the smart supply chain?

    Date:
    Category: Partner News

    How do you get your people to adopt the smart technology that is invading the supply chain? How can man and machine work together? What about trust? These are the questions our new Centre on People in the Smart, Digitised Supply Chain will dive into. At the steering wheel are professors Ann Vereecke and Karlien Vanderheyden.

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