Barbara Martin Coppola

But there is an emotional side that is equally important, the human aspect of inspiring people and creating movement so that, you know, companies as large as 100,000 people follow and create and thrive into, you know, the new era for the company.

But there is an emotional side that is equally important, the human aspect of inspiring people and creating movement so that, you know, companies as large as 100,000 people follow and create and thrive into, you know, the new era for the company.

It's a great question. And I'm a deep believer in innovation. And I think any business that does not innovate is a recipe for failure. There's different types of innovation. There is the innovation on the everyday, the incremental innovation, if you will. And that is important. Now AI is going to be bringing productivity, for instance. How do we get better operationally?

It's a great question. And I'm a deep believer in innovation. And I think any business that does not innovate is a recipe for failure. There's different types of innovation. There is the innovation on the everyday, the incremental innovation, if you will. And that is important. Now AI is going to be bringing productivity, for instance. How do we get better operationally?

It's a great question. And I'm a deep believer in innovation. And I think any business that does not innovate is a recipe for failure. There's different types of innovation. There is the innovation on the everyday, the incremental innovation, if you will. And that is important. Now AI is going to be bringing productivity, for instance. How do we get better operationally?

How do we have better products, et cetera? But there is the big thinking innovation, too. And the big thinking innovation is important to create budget, time, and people in order to meaningfully move the lines and reap the benefits maybe longer term. But this is the type of things that could be cut when there is cost-cutting exercises or when the benefits are not immediate.

How do we have better products, et cetera? But there is the big thinking innovation, too. And the big thinking innovation is important to create budget, time, and people in order to meaningfully move the lines and reap the benefits maybe longer term. But this is the type of things that could be cut when there is cost-cutting exercises or when the benefits are not immediate.

How do we have better products, et cetera? But there is the big thinking innovation, too. And the big thinking innovation is important to create budget, time, and people in order to meaningfully move the lines and reap the benefits maybe longer term. But this is the type of things that could be cut when there is cost-cutting exercises or when the benefits are not immediate.

And I think that's really a mistake for companies that do that. It's really protecting all these areas because they are diversification of revenues, because they help actually the company continue its evolution and reinvent itself. The thing that is important as well is to know the strategy and to know why we are here.

And I think that's really a mistake for companies that do that. It's really protecting all these areas because they are diversification of revenues, because they help actually the company continue its evolution and reinvent itself. The thing that is important as well is to know the strategy and to know why we are here.

And I think that's really a mistake for companies that do that. It's really protecting all these areas because they are diversification of revenues, because they help actually the company continue its evolution and reinvent itself. The thing that is important as well is to know the strategy and to know why we are here.

Because in the big thinking, I believe companies can lose themselves into creating into areas that are completely foreign to the strategy and that North Star that I was describing before. So there is a bit of consistency.

Because in the big thinking, I believe companies can lose themselves into creating into areas that are completely foreign to the strategy and that North Star that I was describing before. So there is a bit of consistency.

Because in the big thinking, I believe companies can lose themselves into creating into areas that are completely foreign to the strategy and that North Star that I was describing before. So there is a bit of consistency.

And a lot of culture as well, to make sure that people dare and that are empowered to take the risks and that get into that framework of the strategy, but with the freedom to know that they can actually meaningfully create for the good of either now or the future.

And a lot of culture as well, to make sure that people dare and that are empowered to take the risks and that get into that framework of the strategy, but with the freedom to know that they can actually meaningfully create for the good of either now or the future.

And a lot of culture as well, to make sure that people dare and that are empowered to take the risks and that get into that framework of the strategy, but with the freedom to know that they can actually meaningfully create for the good of either now or the future.

First, the voice of the people working in the organization, both at Google, IKEA, but also Decathlon, Grubhub. Every quarter, the voice of people would actually be heard. It will be heard through questionnaires, it will be heard through comments, and there will be informal gatherings to actually voice.

First, the voice of the people working in the organization, both at Google, IKEA, but also Decathlon, Grubhub. Every quarter, the voice of people would actually be heard. It will be heard through questionnaires, it will be heard through comments, and there will be informal gatherings to actually voice.

First, the voice of the people working in the organization, both at Google, IKEA, but also Decathlon, Grubhub. Every quarter, the voice of people would actually be heard. It will be heard through questionnaires, it will be heard through comments, and there will be informal gatherings to actually voice.