{"id":3081,"date":"2025-09-10T19:02:05","date_gmt":"2025-09-10T11:02:05","guid":{"rendered":"https:\/\/moresourcing.com\/our-guide-to-the-fall-2025-issue\/"},"modified":"2025-09-10T19:02:05","modified_gmt":"2025-09-10T11:02:05","slug":"notre-guide-du-numero-dautomne-2025","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/fr\/notre-guide-du-numero-dautomne-2025\/","title":{"rendered":"Notre guide du num\u00e9ro d'automne 2025"},"content":{"rendered":"<p><\/p>\n<div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" alt=\"\" width=\"1290\" height=\"860\" class=\"wp-image-122552\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/09\/Our-Guide-to-the-Fall-2025-Issue.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/09\/Our-Guide-to-the-Fall-2025-Issue.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/09\/Our-Guide-to-the-Fall-2025-Issue.jpg\" alt=\"\" width=\"1290\" height=\"860\" class=\"wp-image-122552\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/09\/Our-Guide-to-the-Fall-2025-Issue.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/09\/EXECSUM_FALL-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<\/figcaption><\/figure>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/how-to-foster-talent-management-champions\/\" class=\"no-underline\">Comment encourager les champions de la gestion des talents<\/a><\/h4>\n<h6>Stefan Jooss, Anthony McDonnell et Agnieszka Skuza<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Cinq interventions fond\u00e9es sur la recherche peuvent aider les dirigeants \u00e0 mieux soutenir les strat\u00e9gies de d\u00e9veloppement des talents et du personnel de leur organisation.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Une approche strat\u00e9gique coordonn\u00e9e et \u00e0 long terme de la gestion des talents est un m\u00e9canisme puissant qui facilite la mobilit\u00e9 et le d\u00e9ploiement des employ\u00e9s, ce qui peut accro\u00eetre l'engagement et r\u00e9duire le taux de rotation. Mais le succ\u00e8s de l'organisation n\u00e9cessite l'engagement des dirigeants dans toutes les fonctions. Les chercheurs pr\u00e9sentent un nouveau mod\u00e8le de gestion des talents qui peut aider les entreprises \u00e0 diagnostiquer les comportements inefficaces en mati\u00e8re de gestion des talents, ainsi que cinq interventions visant \u00e0 renforcer l'engagement des chefs d'\u00e9quipe \u00e0 identifier, d\u00e9velopper, retenir et d\u00e9ployer activement les talents.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/how-to-foster-talent-management-champions\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/a-data-driven-approach-to-advancing-meritocracy\/\" class=\"no-underline\">Une approche fond\u00e9e sur les donn\u00e9es pour faire progresser la m\u00e9ritocratie<\/a><\/h4>\n<h6>Emilio J. Castilla<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les dirigeants peuvent suivre un processus en cinq \u00e9tapes qui s'appuie sur l'analyse pour mettre en \u0153uvre une strat\u00e9gie de gestion des talents plus \u00e9quitable et davantage fond\u00e9e sur le m\u00e9rite.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les efforts d\u00e9ploy\u00e9s par de nombreuses organisations pour favoriser la m\u00e9ritocratie peuvent, paradoxalement, aggraver les in\u00e9galit\u00e9s. La collecte et l'analyse syst\u00e9matiques des donn\u00e9es d\u00e9mographiques, des processus de recrutement et des r\u00e9sultats peuvent contribuer \u00e0 donner \u00e0 chacun des chances \u00e9gales de concourir et de r\u00e9ussir. Cet extrait du nouveau livre <cite>Le paradoxe de la m\u00e9ritocratie<\/cite> pr\u00e9sente une approche d'analyse strat\u00e9gique des talents que les organisations peuvent utiliser pour identifier et \u00e9liminer les pr\u00e9jug\u00e9s et les inefficacit\u00e9s dans les d\u00e9cisions d'embauche, de promotion et de r\u00e9compense.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/a-data-driven-approach-to-advancing-meritocracy\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/building-innovation-teams-across-national-borders\/\" class=\"no-underline\">Constituer des \u00e9quipes d'innovation au-del\u00e0 des fronti\u00e8res nationales<\/a><\/h4>\n<h6>Solon Moreira, Ram Mudambi et Deepak Nayak<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les multinationales doivent adapter leurs strat\u00e9gies d'innovation pour mieux g\u00e9rer des \u00e9quipes de R&amp;D de plus en plus dispers\u00e9es, dans un contexte de restrictions \u00e0 l'immigration.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Le durcissement des politiques d'immigration dans le monde entier perturbe la capacit\u00e9 des entreprises multinationales \u00e0 recruter des talents mondiaux en R&amp;D pour des \u00e9quipes colocalis\u00e9es, alors que la recherche montre que les r\u00e9sultats des \u00e9quipes dispers\u00e9es en mati\u00e8re d'innovation sont inf\u00e9rieurs \u00e0 ceux des \u00e9quipes qui travaillent ensemble en personne. Les entreprises peuvent appliquer quatre approches pour aider leurs \u00e9quipes de R&amp;D \u00e0 maintenir l'excellence de l'innovation tout en naviguant dans les contraintes de la mobilit\u00e9 : l'arbitrage de l'immigration, la modularisation, l'orchestration flexible des talents et l'int\u00e9gration de l'\u00e9cosyst\u00e8me r\u00e9gional.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/building-innovation-teams-across-national-borders\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/get-work-back-on-track-with-visual-management\/\" class=\"no-underline\">Remettre le travail sur les rails gr\u00e2ce au management visuel<\/a><\/h4>\n<h6>Nelson P. Repenning et Donald C. Kieffer<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> La visualisation des flux de travail peut aider les dirigeants et leurs \u00e9quipes \u00e0 mieux g\u00e9rer leurs activit\u00e9s en tant que syst\u00e8me coh\u00e9rent.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Un syst\u00e8me qui permet \u00e0 chacun de voir quand et comment le travail se d\u00e9roule - en particulier le travail de connaissance complexe - emp\u00eache les probl\u00e8mes cach\u00e9s de s'envenimer et limite la prolif\u00e9ration des solutions de contournement qui peuvent \u00eatre \u00e0 l'origine de la rigidit\u00e9 de l'organisation. Dans cet article, adapt\u00e9 du nouveau livre <cite>Il doit y avoir une meilleure fa\u00e7on de faire<\/cite>Les auteurs expliquent comment les visualisations du processus de travail peuvent r\u00e9v\u00e9ler la mani\u00e8re dont les activit\u00e9s individuelles s'influencent les unes les autres et comment elles peuvent aider les \u00e9quipes \u00e0 d\u00e9tecter - et \u00e0 r\u00e9soudre - les probl\u00e8mes plus rapidement.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/get-work-back-on-track-with-visual-management\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/formalize-escalation-procedures-to-improve-decision-making\/\" class=\"no-underline\">Formaliser les proc\u00e9dures d'escalade pour am\u00e9liorer la prise de d\u00e9cision<\/a><\/h4>\n<h6>Jonathan Hughes et Gabriella Salvatore<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les membres de l'\u00e9quipe sont mieux \u00e0 m\u00eame de r\u00e9soudre les conflits au niveau hi\u00e9rarchique appropri\u00e9 - ou de leur propre chef - s'il existe des lignes directrices document\u00e9es en mati\u00e8re d'escalade.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Lorsque les employ\u00e9s sont en conflit, ils cherchent souvent \u00e0 soutenir leur point de vue aupr\u00e8s de dirigeants et de managers compr\u00e9hensifs plut\u00f4t que d'essayer de r\u00e9soudre le probl\u00e8me en collaboration. Cela peut amener les sup\u00e9rieurs \u00e0 approuver une mauvaise d\u00e9cision parce qu'ils ne disposent pas d'informations suffisantes, et conduire \u00e0 une diminution de la confiance et \u00e0 une d\u00e9t\u00e9rioration des relations. Six lignes directrices relatives \u00e0 l'escalade des conflits proposent une approche syst\u00e9matique qui encourage les personnes impliqu\u00e9es \u00e0 commencer par travailler ensemble \u00e0 la r\u00e9solution du probl\u00e8me.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/formalize-escalation-procedures-to-improve-decision-making\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/strategic-alignment-reconciles-purpose-and-profitability\/\" class=\"no-underline\">L'alignement strat\u00e9gique r\u00e9concilie l'objectif et la rentabilit\u00e9<\/a><\/h4>\n<h6>Jonathan Trevor<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Pour obtenir des performances durables, il faut que la raison d'\u00eatre de l'entreprise soit claire et que l'on sache comment elle d\u00e9finit et mesure le succ\u00e8s. <\/p>\n<p><strong>Principaux enseignements :<\/strong> Le d\u00e9bat de longue date sur la question de savoir si la finalit\u00e9 d'une entreprise doit \u00eatre un objectif fond\u00e9 sur des valeurs ou simplement l'objectif de r\u00e9aliser des b\u00e9n\u00e9fices est un faux choix. L'alignement strat\u00e9gique n\u00e9cessite les deux : La seule recherche du profit ne permet pas de cr\u00e9er une entreprise durable, et un objectif noble qui n'est pas en phase avec les r\u00e9alit\u00e9s du march\u00e9 est vou\u00e9 \u00e0 l'\u00e9chec. Les strat\u00e9gies \u00e0 long terme qui r\u00e9ussissent alignent \u00e0 la fois l'objectif et le profit. <\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/strategic-alignment-reconciles-purpose-and-profitability\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/a-new-method-for-assessing-circular-business-cases\/\" class=\"no-underline\">Une nouvelle m\u00e9thode d'\u00e9valuation des cas d'entreprises circulaires <\/a><\/h4>\n<h6>Samsurin Welch et Khaled Soufani<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les chefs d'entreprise doivent tenir compte de plusieurs facteurs financiers complexes pour s'assurer que leur strat\u00e9gie d'entreprise circulaire est viable.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les mod\u00e8les d'entreprise circulaires offrent aux entreprises la possibilit\u00e9 de capturer de la valeur tout en utilisant les ressources de mani\u00e8re plus durable. Mais comme ces mod\u00e8les sont plus complexes que les mod\u00e8les lin\u00e9aires conventionnels, l'\u00e9valuation de leur rendement potentiel n\u00e9cessite une nouvelle approche de l'analyse financi\u00e8re, qui prend en compte les co\u00fbts suppl\u00e9mentaires et les possibilit\u00e9s de revenus tout au long du cycle de vie du produit. Pour prendre des d\u00e9cisions strat\u00e9giques plus \u00e9clair\u00e9es et tirer une valeur financi\u00e8re \u00e0 long terme de la circularit\u00e9, les dirigeants doivent tenir compte de la rentabilit\u00e9 potentielle d'un actif, du risque et de la performance financi\u00e8re au fil du temps.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/a-new-method-for-assessing-circular-business-cases\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/the-high-cost-of-executives-intellectual-property-blind-spots\/\" class=\"no-underline\">Le co\u00fbt \u00e9lev\u00e9 des lacunes des dirigeants en mati\u00e8re de propri\u00e9t\u00e9 intellectuelle<\/a><\/h4>\n<h6>Frank Tietze, Marcus Holgersson, Pratheeba Vimalnath et Charlotte van Dijk-Wittkampf<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Des recherches r\u00e9centes mettent en \u00e9vidence les lacunes dans la connaissance de la propri\u00e9t\u00e9 intellectuelle (PI) qui peuvent entra\u00eener de mauvaises d\u00e9cisions strat\u00e9giques de la part des cadres sup\u00e9rieurs.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les cadres sup\u00e9rieurs comprennent-ils suffisamment les questions de propri\u00e9t\u00e9 intellectuelle pour prendre de bonnes d\u00e9cisions strat\u00e9giques ? Une \u00e9tude sollicitant l'avis d'experts en propri\u00e9t\u00e9 intellectuelle sur cette question a r\u00e9v\u00e9l\u00e9 que 40% ont rencontr\u00e9 des cadres sup\u00e9rieurs dont la compr\u00e9hension de la propri\u00e9t\u00e9 intellectuelle affectait leur capacit\u00e9 \u00e0 prendre une d\u00e9cision commerciale en toute connaissance de cause. Les donn\u00e9es de la recherche soulignent les \u00e9l\u00e9ments essentiels de la propri\u00e9t\u00e9 intellectuelle que les cadres sup\u00e9rieurs doivent comprendre et mettent en \u00e9vidence les consid\u00e9rations strat\u00e9giques qu'ils doivent garder \u00e0 l'esprit lorsqu'ils prennent des d\u00e9cisions impliquant la propri\u00e9t\u00e9 intellectuelle. <\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/the-high-cost-of-executives-intellectual-property-blind-spots\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/how-direct-mail-delivers-in-the-age-of-digital-marketing\/\" class=\"no-underline\">Comment le publipostage fonctionne-t-il \u00e0 l'\u00e8re du marketing num\u00e9rique ?<\/a><\/h4>\n<h6>Jonathan Z. Zhang<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les recherches sur le publipostage r\u00e9v\u00e8lent pourquoi il redevient un canal de marketing rentable et comment il peut compl\u00e9ter une strat\u00e9gie publicitaire num\u00e9rique.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Alors que les consommateurs se lassent de plus en plus de la publicit\u00e9 num\u00e9rique et que les r\u00e9glementations en mati\u00e8re de protection de la vie priv\u00e9e \u00e9rodent de nombreux avantages du suivi num\u00e9rique, le rendement des publicit\u00e9s num\u00e9riques, de plus en plus co\u00fbteuses, atteint des niveaux historiquement bas. Le publipostage, autrefois consid\u00e9r\u00e9 comme un moyen de communication d\u00e9mod\u00e9, s'av\u00e8re \u00eatre un compl\u00e9ment puissant aux strat\u00e9gies de marketing des entreprises, avec un retour sur investissement, un engagement des clients et des taux de conversion \u00e9lev\u00e9s, en particulier aupr\u00e8s des jeunes consommateurs.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/how-direct-mail-delivers-in-the-age-of-digital-marketing\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/ai-can-improve-how-humans-and-robots-work\/\" class=\"no-underline\">L'IA peut am\u00e9liorer la fa\u00e7on dont les humains et les robots travaillent<\/a><\/h4>\n<h6>Benedict Jun Ma et Maria Jesus Saenz<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les robots et les humains sont des partenaires essentiels dans la plupart des entrep\u00f4ts. L'ajout de l'IA peut am\u00e9liorer leurs capacit\u00e9s de collaboration.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Lorsque les hommes et les robots travaillent ensemble, ils obtiennent de meilleurs r\u00e9sultats pour les op\u00e9rations d'entreposage que les robots seuls, mais cette collaboration pourrait \u00eatre am\u00e9lior\u00e9e face aux demandes croissantes de rapidit\u00e9 et de pr\u00e9cision dans l'ex\u00e9cution des commandes de commerce \u00e9lectronique. Un nouveau cadre d\u00e9crit quatre sc\u00e9narios de collaboration et indique comment l'intelligence artificielle peut \u00eatre appliqu\u00e9e pour optimiser les performances des collaborations homme-machine et augmenter le retour sur investissement de l'automatisation.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/ai-can-improve-how-humans-and-robots-work\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<\/div>\n<p>#Guide #Fall #Issue<\/p>","protected":false},"excerpt":{"rendered":"<p>Comment encourager les champions de la gestion des talents Stefan Jooss, Anthony McDonnell, et Agnieszka Skuza Key Insight : Cinq interventions appuy\u00e9es par la recherche peuvent aider les dirigeants \u00e0 mieux soutenir les strat\u00e9gies de gestion des talents et le d\u00e9veloppement du personnel de leur organisation. Principaux enseignements : Une approche strat\u00e9gique coordonn\u00e9e et \u00e0 long terme de la gestion des talents est un m\u00e9canisme puissant pour faciliter la mobilit\u00e9 et le d\u00e9ploiement des employ\u00e9s, ce qui peut accro\u00eetre l'engagement et r\u00e9duire [...]<\/p>","protected":false},"author":1,"featured_media":3082,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-3081","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Our Guide to the Fall 2025 Issue - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/fr\/notre-guide-du-numero-dautomne-2025\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Our Guide to the Fall 2025 Issue\" \/>\n<meta property=\"og:description\" content=\"How to Foster Talent Management Champions Stefan Jooss, Anthony McDonnell, and Agnieszka Skuza Key Insight: Five research-backed interventions can help leaders better support their organizations\u2019 talent strategies and staff development. 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