{"id":7697,"date":"2026-06-03T12:45:33","date_gmt":"2026-06-03T04:45:33","guid":{"rendered":"https:\/\/moresourcing.com\/our-guide-to-the-summer-2026-issue\/"},"modified":"2026-06-03T12:45:33","modified_gmt":"2026-06-03T04:45:33","slug":"our-guide-to-the-summer-2026-issue","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/fr\/our-guide-to-the-summer-2026-issue\/","title":{"rendered":"Notre guide du num\u00e9ro de l'\u00e9t\u00e9 2026"},"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\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-127474\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/Our-Guide-to-the-Summer-2026-Issue.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/Our-Guide-to-the-Summer-2026-Issue.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/Our-Guide-to-the-Summer-2026-Issue.jpg\" alt=\"\" class=\"wp-image-127474\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/06\/Our-Guide-to-the-Summer-2026-Issue.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2026\/05\/SUM26-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<\/figcaption><\/figure>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/create-generative-ai-value-at-scale\/\" class=\"no-underline\">Cr\u00e9er de la valeur avec l'IA g\u00e9n\u00e9rative \u00e0 grande \u00e9chelle<\/a><\/h4>\n<h6>Kevin Schmitt, Gregory Vial et Ivo Blohm<\/h6>\n<p><strong><strong>Aper\u00e7u cl\u00e9 :<\/strong><\/strong> Les organisations \u00e9tendent leur utilisation de l'IA g\u00e9n\u00e9rative en mettant en \u0153uvre des structures interfonctionnelles coordonn\u00e9es qui s'appuient sur l'expertise des domaines et l'innovation des utilisateurs.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les entreprises qui mettent en place un nouveau type d'organisation interne de l'IA, que les chercheurs ont surnomm\u00e9 la \u00ab colonne vert\u00e9brale de l'IA \u00bb, sont mieux plac\u00e9es pour \u00e9largir le champ des cas d'utilisation, les am\u00e9liorer continuellement et identifier ceux qui am\u00e9lioreront les processus et cr\u00e9eront une r\u00e9elle valeur pour l'entreprise. Le mod\u00e8le de la colonne vert\u00e9brale facilite un plus grand partage des connaissances et des id\u00e9es innovantes entre les unit\u00e9s commerciales en reliant les ressources \u2014 y compris les utilisateurs et les experts interfonctionnels \u2014 \u00e0 un noyau technique flexible. Une gouvernance de projet disciplin\u00e9e maintient les ressources concentr\u00e9es sur les domaines o\u00f9 l'IA g\u00e9n\u00e9rative est la plus susceptible d'avoir un impact positif.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/create-generative-ai-value-at-scale\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/scaling-ai-with-adaptive-governance\/\" class=\"no-underline\">Passer \u00e0 l'\u00e9chelle de l'IA avec une gouvernance adaptative<\/a><\/h4>\n<h6>Gianvito Lanzolla, Margherita Pagani et Christopher L. Tucci<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les organisations doivent mettre en \u0153uvre une nouvelle approche de la gouvernance de l'IA tout au long du cycle de vie d'un syst\u00e8me pour g\u00e9rer les risques \u00e0 grande \u00e9chelle.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Alors que les organisations adoptent des syst\u00e8mes d'IA dans toutes les fonctions commerciales, elles doivent g\u00e9rer des risques de plus en plus complexes non seulement pendant le processus de d\u00e9veloppement, mais aussi apr\u00e8s le d\u00e9ploiement. Les dirigeants devraient commencer par identifier les risques auxquels leur organisation est confront\u00e9e et les contr\u00f4les n\u00e9cessaires pour les g\u00e9rer. Ensuite, en adoptant des pratiques de gouvernance adaptative de l'IA, ils peuvent continuellement r\u00e9aligner l'IA sur les besoins de l'organisation \u00e0 mesure que ces syst\u00e8mes passent \u00e0 l'\u00e9chelle. Les organisations qui int\u00e8grent des contr\u00f4les des risques dans les op\u00e9rations, surmontent les barri\u00e8res inter-domaines et institutionnalisent l'apprentissage et l'am\u00e9lioration continus auront un avantage sur celles qui ne le font pas.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/scaling-ai-with-adaptive-governance\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/why-ai-isnt-transforming-finance-yet\/\" class=\"no-underline\">Pourquoi l'IA ne transforme pas encore la finance<\/a><\/h4>\n<h6>Stijn Viaene, Kristof Stouthuysen et Bjorn Cumps<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les directeurs financiers doivent adapter leur approche de leadership pour \u00e9quilibrer le r\u00f4le traditionnel de la finance avec l'utilisation de l'IA afin d'aider \u00e0 fa\u00e7onner la strat\u00e9gie organisationnelle.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les services financiers ont \u00e9t\u00e9 lents \u00e0 adopter de mani\u00e8re significative l'intelligence artificielle, souvent en raison d'une perception \u00e9troite du r\u00f4le de la fonction en tant que gardienne de la discipline et de la coh\u00e9rence. Lorsque les dirigeants financiers et leurs \u00e9quipes r\u00e9alisent comment l'IA peut les aider \u00e0 rester attentifs aux changements de l'environnement commercial, \u00e0 exp\u00e9rimenter dans le cadre de leur travail, \u00e0 penser diff\u00e9remment \u00e0 l'avenir et \u00e0 int\u00e9grer de nouvelles pratiques dans leurs processus quotidiens, ils commenceront \u00e0 voir des opportunit\u00e9s d'utiliser l'IA comme un outil qui soutient un changement organisationnel plus large.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/why-ai-isnt-transforming-finance-yet\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/why-businesses-should-experiment-with-quantum-computing-now\/\" class=\"no-underline\">Pourquoi les entreprises devraient exp\u00e9rimenter l'informatique quantique d\u00e8s maintenant<\/a><\/h4>\n<h6>Avi Goldfarb et Florenta Teodoridis<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les avantages de l'informatique quantique ne se mat\u00e9rialiseront pas du jour au lendemain. Les entreprises qui commencent \u00e0 exp\u00e9rimenter d\u00e8s aujourd'hui peuvent acqu\u00e9rir un avantage concurrentiel.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les entreprises ne devraient pas attendre que les technologies d'informatique quantique aient atteint leur maturit\u00e9 pour y investir. En tant que technologie habilitante, le quantique n\u00e9cessite une exp\u00e9rimentation pratique, des boucles de r\u00e9troaction qui soutiennent l'apprentissage progressif, et des cycles de co-invention entre producteurs et utilisateurs \u2014 au fil du temps \u2014 pour identifier des cas d'usage pratiques. Les investissements dans le quantique aujourd'hui peuvent g\u00e9n\u00e9rer des retomb\u00e9es \u00e0 court terme, mais l'accent devrait \u00eatre mis sur l'apprentissage actif et le potentiel d'innovations de rupture \u00e0 plus long terme.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/why-businesses-should-experiment-with-quantum-computing-now\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/level-up-your-crisis-management-skills\/\" class=\"no-underline\">Am\u00e9liorez vos comp\u00e9tences en gestion de crise<\/a><\/h4>\n<h6>Rick Aalbers, Killian McCarthy et Arjan Groen<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les dirigeants peuvent devenir plus aptes \u00e0 r\u00e9pondre aux crises en d\u00e9veloppant des comp\u00e9tences plus solides dans sept domaines de pratique critiques.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les personnes qui ont g\u00e9r\u00e9 avec succ\u00e8s des crises dans les gouvernements et les grandes organisations ne sont pas inn\u00e9es meilleures. Elles ont appris \u00e0 appliquer des pratiques critiques de gestion de crise. Des entretiens avec des dirigeants de haut niveau dans divers secteurs ont r\u00e9v\u00e9l\u00e9 que les organisations dot\u00e9es de solides capacit\u00e9s de gestion de crise ont investi du temps et des efforts pour d\u00e9velopper une maturit\u00e9 dans sept domaines cl\u00e9s que les chercheurs ont surnomm\u00e9s les \u00ab 7 C \u00bb : planification d'urgence, coordination interfonctionnelle, communication transparente, compassion, confrontation des v\u00e9rit\u00e9s difficiles, contr\u00f4le et continuit\u00e9.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/level-up-your-crisis-management-skills\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/data-transformation-is-the-ceos-business\/\" class=\"no-underline\">La transformation des donn\u00e9es est l'affaire du PDG<\/a><\/h4>\n<h6>Barbara Wixom, Ogi Redzic, Brandon Hootman, Joaquin Rodriguez, Gabriele Piccoli et Cynthia Beath<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> La refonte des donn\u00e9es de Caterpillar montre le travail de transformation essentiel auquel les PDG et les hauts dirigeants doivent s'engager pour \u00eatre pr\u00eats pour l'IA.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Un projet de transformation des donn\u00e9es pluriannuel chez Caterpillar qui a rendu le fabricant d'\u00e9quipements lourds pr\u00eat pour l'IA fournit un cas exemplaire de ce qu'implique l'engagement des dirigeants envers un tel projet technologique. Les PDG doivent aller au-del\u00e0 de la communication d'intentions abstraites en fixant un objectif commercial strat\u00e9gique tangible que la transformation soutiendra ; en donnant aux \u00e9quipes des horizons temporels r\u00e9alistes et des ressources ad\u00e9quates ; et en attribuant des r\u00f4les significatifs et instrumentaux aux membres de l'\u00e9quipe de direction.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/data-transformation-is-the-ceos-business\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/what-it-takes-to-scale-value-based-industrial-solutions\/\" class=\"no-underline\">Ce qu'il faut pour passer \u00e0 l'\u00e9chelle des solutions industrielles bas\u00e9es sur la valeur<\/a><\/h4>\n<h6>Johan Frishammar et Vinit Parida<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les fabricants peuvent r\u00e9ussir \u00e0 s'appuyer sur des projets pilotes de vente bas\u00e9s sur la valeur en utilisant un cadre centr\u00e9 sur six capacit\u00e9s cl\u00e9s.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les fabricants d'\u00e9quipements industriels qui passent \u00e0 un mod\u00e8le de vente bas\u00e9 sur la valeur constatent souvent que la fourniture de solutions initiales sur une base ponctuelle est relativement simple. Le v\u00e9ritable d\u00e9fi r\u00e9side dans la mise \u00e0 l'\u00e9chelle de ces solutions pour un plus grand nombre de clients, ce qui n\u00e9cessite des processus structur\u00e9s et reproductibles ainsi que des capacit\u00e9s solides et bien ancr\u00e9es. De nouvelles recherches mettent en \u00e9vidence deux phases importantes du d\u00e9veloppement des capacit\u00e9s \u2014 les pr\u00e9requis \u00e0 la mise \u00e0 l'\u00e9chelle et l'ex\u00e9cution de la mise \u00e0 l'\u00e9chelle \u2014 et identifient les comp\u00e9tences organisationnelles, les processus et les relations que les entreprises performantes assemblent.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/what-it-takes-to-scale-value-based-industrial-solutions\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/gain-consumer-insight-with-generative-ai\/\" class=\"no-underline\">Obtenez des Informations sur les Consommateurs avec l'IA G\u00e9n\u00e9rative<\/a><\/h4>\n<h6>Neeraj Arora, Ishita Chakraborty et Yohei Nishimura<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les grands mod\u00e8les de langage peuvent transformer la recherche marketing en permettant des tests de concepts plus rapides, des recherches qualitatives et des analyses de donn\u00e9es \u00e0 grande \u00e9chelle.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Les efforts typiques de recherche marketing peuvent co\u00fbter des dizaines de milliers de dollars et prendre des mois \u00e0 r\u00e9aliser. Les LLM commencent \u00e0 changer l'industrie en compressant les d\u00e9lais de plusieurs mois \u00e0 quelques jours. Comment ? En permettant le d\u00e9veloppement de \u00ab jumeaux num\u00e9riques \u00bb de consommateurs synth\u00e9tiques pour des tests de concepts rapides, l'utilisation d'entretiens mod\u00e9r\u00e9s par IA pour des recherches qualitatives \u00e0 grande \u00e9chelle, et la capacit\u00e9 \u00e0 mener des analyses puissantes de donn\u00e9es non structur\u00e9es. Ces outils IA bas\u00e9s sur les LLM permettent \u00e0 des \u00e9quipes de recherche plus petites de mener des \u00e9tudes plus vastes tout en maintenant la qualit\u00e9, permettant ainsi des tests et des exp\u00e9rimentations plus fr\u00e9quents.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/gain-consumer-insight-with-generative-ai\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/how-leaders-can-move-past-personal-obstacles\/\" class=\"no-underline\">Comment les dirigeants peuvent surmonter les obstacles personnels<\/a><\/h4>\n<h6>Katherine W. Isaacs et Richard C. Schwartz<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Les dirigeants peuvent surmonter les motivations conflictuelles qui entravent leur efficacit\u00e9 en appliquant des outils psychoth\u00e9rapeutiques tout en g\u00e9rant les autres.<\/p>\n<p><strong>Principaux enseignements :<\/strong> La croissance professionnelle implique de reconna\u00eetre et de lib\u00e9rer les croyances et les sch\u00e9mas comportementaux qui ont interf\u00e9r\u00e9 avec une bonne prise de d\u00e9cision ou des relations de travail solides. Un expert en d\u00e9veloppement du leadership et un psychologue expliquent comment des techniques simples issues de l'approche psychoth\u00e9rapeutique des Syst\u00e8mes Familiaux Internes peuvent aider les dirigeants \u00e0 modifier des attitudes et des comportements persistants gr\u00e2ce \u00e0 une plus grande conscience de soi et \u00e0 cultiver une plus grande compassion, curiosit\u00e9, clart\u00e9, cr\u00e9ativit\u00e9, calme, confiance, courage et connexion.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/how-leaders-can-move-past-personal-obstacles\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<h4><a href=\"https:\/\/sloanreview.mit.edu\/article\/resolve-the-conflict-between-efficiency-and-resilience\/\" class=\"no-underline\">R\u00e9soudre le conflit entre efficacit\u00e9 et r\u00e9silience<\/a><\/h4>\n<h6>Vishal Ahuja, Yasin Alan et Mazhar Ar\u0131kan<\/h6>\n<p><strong>Aper\u00e7u cl\u00e9 :<\/strong> Des tampons finement ajust\u00e9s et des ajustements des indicateurs de performance peuvent renforcer la r\u00e9silience op\u00e9rationnelle sans sacrifier l'efficacit\u00e9.<\/p>\n<p><strong>Principaux enseignements :<\/strong> Des \u00e9tudes sur l'industrie a\u00e9rienne montrent qu'atteindre la r\u00e9silience ne doit pas n\u00e9cessairement se faire au d\u00e9triment de l'efficacit\u00e9. Les gestionnaires de diverses industries peuvent atteindre les deux objectifs en s'assurant que les indicateurs de performance op\u00e9rationnelle refl\u00e8tent les v\u00e9ritables priorit\u00e9s des clients ; en utilisant des analyses pr\u00e9dictives et des informations bas\u00e9es sur les donn\u00e9es pour allouer des tampons syst\u00e8me l\u00e0 o\u00f9 ils g\u00e9n\u00e8rent les avantages de r\u00e9silience les plus significatifs ; et en fa\u00e7onnant les options offertes aux clients pour am\u00e9liorer la r\u00e9silience de l'organisation face aux perturbations.<\/p>\n<p><a href=\"https:\/\/sloanreview.mit.edu\/article\/resolve-the-conflict-between-efficiency-and-resilience\/\" class=\"pan-series__series-read-more\">Lire l'article<\/a><\/p>\n<hr\/>\n<\/div>\n<p>#Guide #\u00c9t\u00e9 #Num\u00e9ro<\/p>","protected":false},"excerpt":{"rendered":"<p>Cr\u00e9er de la valeur \u00e0 l\u2019\u00e9chelle avec l\u2019IA g\u00e9n\u00e9rative Kevin Schmitt, Gregory Vial et Ivo Blohm Point cl\u00e9 : Les organisations \u00e9tendent leur utilisation de l\u2019IA g\u00e9n\u00e9rative en mettant en \u0153uvre des structures transversales coordonn\u00e9es qui exploitent l\u2019expertise du domaine et l\u2019innovation des utilisateurs. Principaux enseignements : Les entreprises qui mettent en place un nouveau type d\u2019organisation interne en IA, que les chercheurs ont surnomm\u00e9 la \u00ab colonne vert\u00e9brale de l\u2019IA \u00bb, sont mieux [&hellip;]<\/p>","protected":false},"author":1,"featured_media":7698,"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-7697","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 Summer 2026 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\/our-guide-to-the-summer-2026-issue\/\" \/>\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 Summer 2026 Issue\" \/>\n<meta property=\"og:description\" content=\"Create Generative AI Value at Scale Kevin Schmitt, Gregory Vial, and Ivo Blohm Key Insight: Organizations are expanding their GenAI use by implementing coordinated cross-functional structures that draw on domain expertise and user innovation. 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