Strategy

June 20 is World Refugee Day, designated by the United Nations to honor refugees around the globe and to celebrate the strength and courage of those forced to flee their home countries to escape conflict or persecution. By the end of 2023, UNHCR estimated that over 117 million people were forcibly displaced worldwide due to persecution, conflict, violence, human rights violations, and climate shocks, often a combination of these factors. Notably, nearly 32 million new internal displacements were due to climate-related hazards, highlighting the urgent need to address this issue. It is high noon for us to step up, reach out, engage with this diverse talent pool, and unlock their true potential. 

HEC Paris Professors Laurence Lehmann Ortega and Hélène Musikas have been working together for over 15 years on a business framework they call Odyssey 3.14. This strategy helps companies better invest in business models that promote innovation and sustainability. The result is a book which entered its third edition in September, entitled “(Re)invent Your Business Model with Odyssey 3.14”. The two academics describe the three pillars and 14 directions which have evolved significantly in the past decades.

For a long time, addressing sustainability problems has been regarded as a technological challenge. Today, supporting the transition to a more sustainable world has transcended this technological status and emerged as a quintessential management, economic, and behavioral challenge. Within this realm, research in social sciences and management assumes a pivotal role, offering insights across various crucial dimensions of the transition.

HEC Paris undergoes a transformative shift in its curriculum. Building on its legacy of sustainability initiatives, the institution now prioritizes planetary boundaries and societal impact. The updated curriculum emphasizes sustainability integration and student empowerment for real-world impact. This reflects HEC's dedication to nurturing leaders prepared to address modern challenges.

At HEC Paris, the integration of research, teaching, and action is a fundamental philosophy that we embody. In today's dynamic landscape, where environmental and social challenges are increasingly prominent, HEC serves as a beacon of innovation and responsibility. As Europe's leading business school, we acknowledge our responsibility to guide future leaders in navigating the complexities of a world in flux.

Ever since he published “Strategic Management”, Edward Freeman has been at the forefront of a theory that stakeholders are interconnected. For his collective body of work, the economist from Darden School, Virginia, received an Honorary Doctorate from HEC Paris, adding his name to the 48 illustrious scholars on the HEC Honoris Causa list. The March 4 ceremony was followed by several thousand spectators, both live and online. Freeman’s visit to the Jouy-en-Josas campus was the occasion to discuss his stakeholder vision with a prism of the 21st century. Extracts from the exceptional Breakthroughs podcast, recorded for Knowledge@HEC.

Organizations which are driven by purpose only succeed when this purpose aligns itself authentically with operations and strategy. And company leaders who coordinate teams or orient decisions play a crucial role: they are responsible for communicating clearly and unambivalently the firm’s purpose. This is at the heart of the research program crafted by the HEC Paris Purpose Center, as well as the article published in the HBR* by professors of strategy Rodolphe Durand and Ioannis Ioannou. Durand, the Director of HEC’s Purpose Center, shares his analysis in this February 15 masterclass. Here are his four key points.

The case examines the topic of trust repair with Jayda Moore, a fictitious character in a fictitious firm that specializes in marketing consulting. Jayda has been the manager of the consumer goods team at MarketMinds since September 2022 and had managed to create a supportive and caring team atmosphere. Her team members felt valued and appreciated and were accordingly highly motivated, leading to great operational successes. As a result, the team members’ level of trust had evolved, they had especially trusted Jayda. However, the well-earned trust in her is now put to the test.

When Hannah Walt became the managing director of Epano Consulting of the Berlin branch, she did not only inherit challenges; she also had to face the general issue of being new to the business unit. She was promoted from within the company but came from a different geographical unit and had not worked in the Berlin office before.