The canton of Vaud brings together very different ecosystems: universities and medtech in Lausanne, food-industry headquarters in Vevey, hospitality and conferences in Montreux. These articles connect studies on management, communication and change leadership with the situations Vaud teams actually face, from scale-ups to established organisations.
211 articles on leadership, management and soft skills in the canton of Vaud.
Our training in the canton of Vaud
Feedback is presented as an obvious tool for progress. A landmark meta-analysis nonetheless shows that one third of feedback interventions lower performance.
Few concepts have enjoyed such success in training. Meta-analyses show a real but modest link with performance once intelligence and personality are taken into account.
Single context; replicate locally before generalising.
Technology use also depends on social norms, enabling conditions and work context.
Single context; replicate locally before generalising.
Single context; replicate locally before generalising.
Single context; replicate locally before generalising.
Single context; replicate locally before generalising.
The notion is everywhere in management talk. Research clarifies its scope: a team climate, not a state of individual comfort.
Single context; replicate locally before generalising.
A well-received training course does not mechanically change practice. What the transfer literature establishes, and what it shifts onto the work environment.
Do managers trust algorithmic advice too much or too little? Experimental studies diverge — instructively.
Imagining a failure that has already happened helps identify more possible causes. The experimental base is old but limited.
A customer whose problem is well solved is said to be happier than one with no problem. The available meta-analysis strongly qualifies the idea.
Raw observations from field engagements in Lausanne — what complex management says, unfiltered, about an organisation's health.
Selling knowledge, adaptiveness and role clarity matter more than personality traits.
An operational 90-day plan to anchor complex management in a team or committee based in Lausanne.
Experiential synthesis: what works, what no longer works, and what is never said publicly about complex management in Lausanne.
Four weak signals redrawing the practice of complex management in Lausanne this year.
Three approaches to complex management compared in the field — costs, durations, observed results from Lausanne.
The quality of the manager–employee relationship forms early. Leader-member exchange studies explain how.
Cultural and economic reading of complex management seen from Lausanne — local specifics and transferable lessons.
An anonymised engagement with a team based in Lausanne — starting point, programme deployed, six-month results.
Concrete levers to advance complex management in Lausanne — proven methods, real cases, common mistakes.
Cities: Lausanne, Vevey, Montreux, Nyon. Sectors: medtech, universities, food industry, hospitality and international sport.