Menu
close
ACT-ON GROUP is proud to stand alongside an athlete like Helios Latchoumanaya a Paralympic judoka, who has just claimed his third European Championship title! An extraordinary achievement that adds to an already remarkable journey.

🥇 Perseverance, pushing beyond limits, and inclusion—Helios powerfully embodies the values that drive us. With a record that includes Paralympic medals (bronze in Tokyo 2020, silver in Paris 2024) and world titles, he continues to set the standard today.

🚀 It’s a true privilege to support his rise through the Performance Pact program, in partnership with the Fondation du Sport Français.

🔥Bravo Helios!!!

MAN Truck & Bus is one of the world's leading manufacturers of commercial vehicles. The MAN Sales & Customer Service Academy has launched a global transformation initiative to replace its existing learning management system with a modern, cloud-based Cornerstone OnDemand solution. In partnership with ACT-ON Germany, the goal is to deploy a harmonized, scalable LMS across 60 markets—ensuring consistency, simplifying local operations, and optimizing global governance.

THE NEED...

MAN required a next-generation learning platform that could:

OUR ANSWER...

ACT-ON Germany proposed a Global Template Rollout model based on best practices from similar automotive industry clients, with:

CUSTOMER BENEFITS...

Future-Ready Foundation: platform is designed for long-term maintainability and governance, with the ability to support future localization needs post go-live.


A project in Germany? Contact ACT-ON GERMANY

A project anywhere else? Contact ACT-ON GROUP

Infineon is a semiconductor group founded in 1999 and floated on the stock exchange in early 2000. It is the world market leader in components for smart cards. They partnered with ACT-ON GERMANY to implement a state-of-the-art Cornerstone Learning Management System (LMS) as part of the "Digital Go-to-Market Learning Ecosystem". This initiative aims to drive revenue growth and customer engagement through engaging, scalable, and integrated learning solutions tailored to internal and external stakeholders across the globe.

THE NEED...

Infineon needed a robust LMS to:

OUR ANSWER...

ACT-ON Germany delivered a full-service LMS implementation using its structured methodology:

CUSTOMER BENEFITS...

Sustainable Support: post-go-live services, technical help, and a roadmap for continuous enhancement.


A project in Germany? Contact ACT-ON GERMANY

A project anywhere else? Contact ACT-ON GROUP

As every year, The Economist publishes its special annual issue “The World Ahead,” examining the major trends and events set to shape the upcoming year. Beyond its always “prophetic” cover - open to interpretation and imagination - ACT-ON GROUP offers you a brief end-of-year 2024 “reader’s digest” perspective on the 10 key themes that are sure to mark 2025: a time of great change… and uncertainty!

1 - DONALD TRUMP… AMERICA’S CHOICE!

Donald Trump’s victory in 2024 and his return to the White House in 2025 will have profound impacts not just on the United States, but on the entire world. The “America First” policy may weaken America’s traditional alliances and have real repercussions on the balance of global power, trade, immigration, nuclear proliferation, and geopolitics (EU, Ukraine, the Middle East, Asia). All this in a context of complex multipolarization (and de-dollarization), against a backdrop of war zones, with a clear risk of escalating global tensions - particularly involving China and Russia…

2 - VOTERS WANT CHANGE…

The various 2024 elections saw existing political parties crumble in unprecedented electoral tsunamis. Some were voted out (as happened in the United States and Great Britain), others forced into coalition (as in India and South Africa) and still others pushed into cohabitation (as in Taiwan and France). Thus, 2025 will inevitably be a year of high expectations from voters. The question remains: will political leaders respond? Will they keep their promises? Will they deliver the much-desired change? Failing that, public dissatisfaction could lead to unrest…

3 - INTENSIFYING GLOBAL DISORDER

Mr. Trump might push Ukraine to strike a deal with Russia and give Israel free rein in its conflicts in Gaza, Lebanon or along the Syrian border. A more transactional US posture, marked by skepticism toward international commitments, could embolden players like China, Russia, Iran, and North Korea to step up regional interference, for example in Sudan. In the event of tensions around Taiwan or in the South China Sea, America’s willingness to confront China isn’t a sure thing…

4 - HEIGHTENED TRADE RIVALRIES

For now, the rivalry between the US and China manifests primarily as a trade war, with the US raising tariffs, including on its partners. In response, Chinese companies seek to circumvent these restrictions by setting up shop overseas - particularly in Mexico and Hungary - while exploring new markets in the Global South. Rather than decoupling, they’re pursuing international expansion despite a global uptick in protectionist measures.

5 - THE “GREEN TECH” BOOM

The Chinese government has banked on the massive export of solar panels, batteries and electric vehicles to make up for a slowing domestic economy. This strategy has led to a global surge in demand - outpacing all forecasts - especially for solar energy and storage. This turning point may soon reveal whether global emissions have peaked or not.

6 - END OF INFLATION… AND THEN WHAT?

Major central banks in developed countries are already celebrating victory over inflation by lowering rates. However, Western economies must confront new challenges: debt amid deflation… and the looming risk of stagflation. In tackling these issues, they’ll need to drastically cut public deficits, via tax hikes, reduced spending or growth-friendly measures. At the same time, many countries will have to allocate more resources to defense. These economic adjustments promise to be painful. In the US, an overly protectionist policy with high tariffs could hamper growth and reignite inflation.

7 - ANCIENT QUESTIONS… AND DEMOGRAPHIC UPHEAVAL

While America has successively elected its oldest presidents ever, it’s clear that world leaders everywhere are aging, just as their populations are. Perhaps we should anticipate more talk about age limits for political leaders. Meanwhile, China hunts for economic opportunities in an aging world. By contrast, some parts of the Middle East face a rapidly expanding young population with limited job opportunities, which could lead to regional instability - and fuel large-scale migration.

8 - AI AT A CRUCIAL… AND CRITICAL MOMENT!

This is undoubtedly the biggest business gamble in history: over $1 trillion have been invested in AI data centers - even though companies are still struggling to fully harness AI, and adoption remains limited (while many workers secretly use it). Could investors lose patience and composure or will AI prove its worth - particularly with the emergence of more advanced “agentic” systems or complex autonomous achievements like new drug development, self-driving vehicles, etc.?

9 - THE CHALLENGES OF FREE MOVEMENT

Beyond the flow of goods, global mobility is hitting more and more roadblocks. Worldwide conflicts disrupt international aviation, while Europe tightens border controls, undermining its “Schengen system.” Will backlash against overtourism persist or fade? Many restrictions imposed by cities - Amsterdam to Venice - seem likely to remain…

10 - LIFE STILL FULL OF SURPRISES!

From attempted assassinations during the US presidential race, explosive-laced walkie-talkies, giant rockets caught with robotic arms or the toppling of Bashar al-Assad… one lesson from 2024 is that we should expect anything - and especially the unimaginable. What improbable events could shape 2025? Among “far-fetched” scenarios to watch: a devastating solar storm, discovery of lost ancient texts, a new global pandemic… Only time will tell!

In the special issue The World Ahead 2025, The Economist journalists are joined by leading figures across politics, economics, science, and more.

Contributors include Edgars RINKEVICS, President of Latvia; Javier MILEI, President of Argentina; Sarah C. PAINE, Professor at the US Naval War College; Comfort ERO, President of the International Crisis Group; Fei-Fei LI, Professor at Stanford University and pioneer in AI; Casey HANDMER, CEO of Terratorm Industries; and Tristram HUNT, Director of the V&A Museum.

They share their insights and forecasts for the year ahead.

Couverture The economist 2025

Find the complete version in:
The Economist - The World Ahead 2025

Discover ACT-ON STRATEGY.
Need an audit, a benchmark, a forward-looking analysis? Contact us.

The escalation of “always more”, a social and managerial scourge confronted by universal, redeeming mediocrity.

The principle of mediocrity is both a cosmological and philosophical concept suggesting that Earth and its inhabitants are banal, ordinary or mediocre within the Universe. The sun is described as a mediocre, medium-sized star among billions of stars in an unremarkable location in the Milky Way… Thus, strictly speaking, mediocrity isn’t a negative or pejorative notion.

In his book Good Enough: The Tolerance for Mediocrity in Nature and Society, Daniel S. Milo - a philosopher and naturalist - deconstructs the Darwinian “survival of the fittest” theory, particularly as it’s applied in a political and social sense. He shows how living beings that are merely “good enough” or mediocre do indeed exist and thrive.

He bases this on the homology between “natural selection” and Adam Smith’s “invisible hand.” Nature constantly perfects itself, and the market is always right. If living creatures are condemned to innovate and excel because that’s the law of evolution, then human beings have no more “right” to rest on their laurels than they do.

But in nature, beings that are ordinary or passable survive and reproduce. Indeed, some species possess attributes that are sometimes useful - like the giraffe’s long neck - and sometimes less so - like the giant panda’s ill-suited digestive system. These aren’t necessarily decisive factors in evolution; nature’s goal isn’t to hunt down or eliminate “mediocre” species.

Hence, pursuing endless achievements, success or heroics is futile. In fact, organizations that overly glorify excellence, overperformance or rivalry leave no room for “mistakes.” They wind up paralyzing themselves, stifling creativity and blocking the path to being merely “good enough”.

To evolve, these zealously “always more” organizations must reinvent themselves by leveraging their “average” resources. Mediocre or “good enough” talents turn out to be competent, skilled in their domain, aware of their strengths and weaknesses, transmitting their knowledge. They’re “simply good.” They seek neither spotlight nor obscurity, yet they’re crucial and often underappreciated resources.

So maybe mediocre people are, in fact, potentially excellent?

IS TOMORROW’S MANAGEMENT DOOMED TO BE MEDIOCRE?

Donald W. Winnicott, child psychiatrist and psychoanalyst, developed the idea of the “good enough mother.” A mother doesn’t (and shouldn’t) be perfect to raise a healthy, well-adjusted, creative child. By accepting imperfections, the child develops resilience, initiative and self-expression. He won’t always expect instant, complete satisfaction.

Transposing this to management, the “good enough mother” concept suggests a “ just good enough” manager - one who recognizes that perfection is unattainable or even counterproductive.

Such managers have a crucial role in curbing the constant climb of “always more.” They lay the foundation for healthy growth by creating a caring, supportive environment that promotes learning, experimentation, and viewing failure as an opportunity. Their management style balances trust, autonomy and guidance - a stark contrast to typical management models that value control, rigid processes, performance and quantitative results.

To do this, we urgently need to discard our obsession with excellence and foster ego freedom. Indeed, the shine of “just good” requires unconditional acceptance of mistakes and trust among employees, management and top leaders alike.

“Just good enough” is also a chance to de-stigmatize management (we’re not all inspiring, charismatic leader-managers… and that’s good news!) and encourage easier decision-making. A “just good” manager acts as a guide, champion of mistakes, individual initiative, and creativity within a caring environment. They’re clear-eyed about themselves, able to bring recognition, autonomy, and professional well-being (which might, in fact, make them our inspiring leader!).

In short, “just good enough” points organizations toward a more balanced growth while fostering employee well-being and professional development.

IS THE “JUST GOOD ENOUGH” MODEL COMPATIBLE WITH THE RISE OF GENERATIVE AI?

A responsible, ethical integration of AI could promote the pursuit of “just good enough”.

Offloading repetitive, low-impact tasks to AI tools would free up time for higher-value work - like employee engagement, leadership development or personalized customer and partner support.

That said, AI usage must be conscientious and aligned with well-defined applications; otherwise, it risks slipping into a middle-of-the-road standard that undermines “just good enough”.

Moreover, such thoughtful usage is essential for human as well as environmental reasons. AI demands massive resources and is highly energy-intensive. So the “just good enough” model also invites organizations to shift toward a new dynamic of balanced growth.

This holistic approach calls for rethinking economic models to move away from “over-”: overproduction, overconsumption, overperformance… and adopt more sustainable methods, mindful of finite earthly resources but limitless human potential.

At ACT-ON STRATEGY, we guide you every step of the way - whatever your transformation - helping define the people-focused and technological solutions that align with your challenges and values - and thus create lasting impact together.

A project? Contact us.

Have you ever wondered why, despite working overtime and putting in constant effort, you still can’t quite reach peak performance?


Managing your professional life is a bit like managing a career as a high-level athlete: learning to control both body and mind is crucial! Peak performance depends on countless factors that go well beyond practice or direct effort.

Just as an athlete must pay close attention to rest, nutrition and stress management, in the workplace, similar (yet all too often overlooked) focus is essential on these elements that indirectly affect our ability to work effectively. Ignoring them can jeopardize not only the quality and quantity of our work but also our health.
REST IS A NECESSITY, NOT A LUXURY!

An athlete who neglects sleep or fails to include adequate recovery periods risks overload, chronic fatigue, and injuries (Doherty et al., 2021; Cunha et al., 2023).

For instance, NBA superstar LeBron James has said that sleeping up to 11 hours a night helps him fully recover and perform at his best (Connley, 2018). The professional world mirrors this reality: a lack of rest and an “always on” culture can lead to burnout.

Indeed, chronic sleep deprivation raises cortisol levels and diminishes our capacity to handle stress (Nollet et al., 2020). Studies have also shown that sleep deficits disrupt the acquisition of new skills (Newbury et al., 2021) and reduce our ability to concentrate and react quickly (Amanda et al., 2020).

Sleep is thus a vital factor. For instance, Warren Buffett - an investing legend - sleeps 8 hours (or more) a night and says it’s crucial for staying sharp and productive during the day (Adamczyk, 2023).

NUTRITION: FUEL FOR OUR EFFECTIVENESS

Proper nutrition for high-level athletes provides maximum energy for training and competition, speeds up muscle recovery and supports growth and repair (Richards, 2021).

The same principles apply in the professional world. For example, a balanced diet rich in nutrients like omega-3 fatty acids, high-quality proteins, and low-glycemic carbs helps stabilize blood glucose, reduces inflammation and supports optimal brain function (Grimani, 2019).

Additionally, integrating specific foods - leafy green vegetables high in iron, antioxidant-rich berries, and proper hydration - can boost cognitive focus (Drewnowski, 2020; Ekstrand et al., 2021).

On the other hand, unhealthy diets high in sugar or fat reduce our attention span (Ginieis, 2018; Caldwell, 2020).

STRESS: THE INVISIBLE FOE OF PERFORMANCE

In sports, one study found that stress impedes concentration, decision-making, physical coordination, energy levels and motivation, thus decreasing physical performance (Rano, 2019).

In the workplace, stress negatively affects cognitive abilities, rest and eating habits, cutting into both productivity and work quality (Abramson, 2022).

Chronic stress also lowers employee engagement and motivation while raising absenteeism (Chen et al., 2022). Let that sink in!

FINDING SOLUTIONS… AND TAKING ACTION!

Despite general acknowledgment of the huge impact sleep, diet and stress management have on professional performance, the workplace ecosystem (in Switzerland and elsewhere) still has a long way to go.

Responsibility is shared between employees and employers, with each playing a part in promoting well-being at work.

For employees, it helps to recognize that professional competence is akin to being an athlete. As Kastor (2018) put it, “Being an athlete is a way of life - what we do outside of training counts as much as the effort within it”.

That highlights how investing in our overall well-being pays off in performance. Like athletes who often self-educate outside formal coaching, each employee must be proactive in managing rest, diet and stress.

Today, free online resources abound, giving everyone the tools to learn and experiment. It’s a highly individualized process: what helps one person might not help another.

The key is perseverance - learning from what doesn’t work, trying different strategies and adapting to personal reactions and needs, charting a unique path toward the desired performance.

Meanwhile, organizations must take responsibility by consistently emphasizing these health-related factors. The specifics vary depending on the organization’s context.

SOME “BASICS” TO INTRODUCE… BY ACT-ON SWITZERLAND!

Furthermore, to cultivate a healthy organization over the long term, well-being must become embedded in the company’s core values, which takes time. It calls for setting an example at the leadership level, daily promotion and recognition of well-being practices and open dialogue around physical and mental health.

Got the urge? Got a project? Our teams are here to help - whether in France, Switzerland, Belgium or Germany… Contact us.

Notes de bas de page :

Abramson, A. (2022). The burnout and stress spectrum. APA Monitor on Psychology, 53(1). Récupéré de https://www.apa.org/monitor/2022/01/special-burnout-stress

Adamczyk, A. (2023, Août 30). 93-year-old Warren Buffett, the most famous investor alive, has a remarkably healthy work-life balance. Fortune. https://fortune.com/2023/08/30/warren-buffett-work-life-balance-susprisingly-healty/

Caldwell, A. E. (2020). Our ability to focus may falter after eating one meal high in saturated fat. The Ohio State University News. Récupéré de https://news.osu.edu/our-ability-to-focus-may-falter-after-eating-one-meal-high-in-saturated-fat/

Chen, B., Wang, L., Li, B., & Liu, W. (2022). Work stress, mental health, and employee performance. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.1006580

Connley, C. (2018, Décembre 8). LeBron James reveals the nighttime routine that helps him perform ‘at the highest level’. CNBC. https://www.cnbc.com/2018/12/21/lebron-james-reveals-the-nighttime-routine-that-sets-him-up-for-success.html

Cunha, L. A., Costa, J., Marques, E. A., Brito, J., Lastella, M., & Figueiredo, P. (2023). The impact of sleep interventions on athletic performance: A systematic review. Sports Medicine - Open, 9(1). https://doi.org/10.1186/s40798-023-00599-z

Doherty, R., Madigan, S. M., Nevill, A. M., Warrington, G. D., & Ellis, J. (2021). The sleep and recovery practices of athletes. Nutrients, 13(4), 1330. https://doi.org/10.3390/nu13041330

Drewnowski, A. (2019). Impact of nutrition interventions and dietary nutrient density on productivity in the workplace. Nutrition Reviews, 78(3), 215-224. https://doi.org/10.1093/nutrit/nuz088

Dutheil, F., Danini, B., Bagheri, R., Fantini, M. L., Pereira, B., Moustafa, F., Trousselard, M., & Navel, V. (2021). Effects of a short daytime nap on the cognitive performance: A systematic review and meta-analysis. International Journal of Environmental Research and Public Health, 18(19), 10212. https://doi.org/10.3390/ijerph181910212

Ekstrand, B., Scheers, N., Rasmussen, M. K., Young, J. F., Ross, A. B., & Landberg, R. (2020). Brain foods - the role of diet in brain performance and health. Nutrition Reviews, 79(6), 693-708. https://doi.org/10.1093/nutrit/nuaa091

Ginieis, R., Franz, E. A., Oey, I., & Peng, M. (2018). The “sweet” effect: Comparative assessments of dietary sugars on cognitive performance. Physiology & Behavior, 184, 242-247. https://doi.org/10.1016/j.physbeh.2017.12.010

Grimani, A., Aboagye, E., & Kwak, L. (2019). The effectiveness of workplace nutrition and physical activity interventions in improving productivity, work performance and workability: A systematic review. BMC Public Health, 19(1). https://doi.org/10.1186/s12889-019-8033-1

Hudson, A. N., Van Dongen, H. P. A., & Honn, K. A. (2019). Sleep deprivation, vigilant attention, and brain function: A review. Neuropsychopharmacology, 45(1), 21-30. https://doi.org/10.1038/s41386-019-0432-6

Kastor, D., & Hamilton, M. (2018). Let your mind run : A Memoir of Thinking My Way to Victory. Crown.

Newbury, C. R., Crowley, R., Rastle, K., & Tamminen, J. (2021). Sleep deprivation and memory: Meta- analytic reviews of studies on sleep deprivation before and after learning. Psychological Bulletin, 147(11), 1215-1240. https://doi.org/10.1037/bul0000348

Nollet, M., Wisden, W., & Franks, N. P. (2020). Sleep deprivation and stress: A reciprocal relationship. Interface Focus, 10(3), 20190092. https://doi.org/10.1098/rsfs.2019.0092

Rano, J., Fridén, C., & Eek, F. (2019). Effects of acute psychological stress on athletic performance in elite male swimmers. Journal of Sports Medicine and Physical Fitness, 59(6). https://doi.org/10.23736/s0022-4707.18.08493-1

Richards, E. (2021). Nutrition for athletes. Medical News Today. Récupéré de https://www.medicalnewstoday.com/articles/nutrition-for-athletes

Ever since artificial intelligence (AI) and automation arrived, concerns have surged about the future of human work.

Some fear that intelligent machines will replace human workers and take over. But it’s crucial to grasp that AI and automation aren’t destructive forces but powerful tools that can complement, assist and enhance human capabilities.

While they’ll undoubtedly reshape the working world, they’re not meant to supplant humans.
EMOTIONAL INTELLIGENCE AND CREATIVITY: UNDENIABLE “HUMAN” ASSETS

One of humanity’s greatest strengths lies in emotional intelligence and creativity. These abilities are deeply rooted in our nature and difficult for machines to replicate.

Yes, AI can analyze vast amounts of data and suggest answers drawn from pre-existing models, but it can’t match empathy, intuition or emotional understanding. ChatGPT - an example of “generative AI” - still can’t break out of its training corpus or truly innovate.

Jobs requiring high levels of human interaction - consulting, therapy, teaching, the arts - will remain human-led. Yet AI can be a valuable resource for professionals in these areas, delivering extra information or deeper analyses.

For example, healthcare providers can employ AI to support faster, more accurate diagnoses, but it’s the doctor - relying on experience and emotional awareness - who makes informed decisions and offers compassionate care.

HUMAN-MACHINE COMPLEMENTARITY: A FRUITFUL COLLABORATION

Thus, AI and automation shouldn’t be seen as competing with humans but rather collaborating. Integrating AI and automation into work processes can free humans from repetitive, tedious tasks, letting them focus on higher-value pursuits.

Machines can handle calculations, data sorting and automated processes, but humans supply perspective, critical judgment and decision-making with non-quantifiable inputs.

This synergy between humans and machines can raise productivity, efficiency and innovation.

For example, in architecture, AI may swiftly generate 3D models and optimize layouts, but it’s the architect who applies creativity, artistic vision and expertise to design unique spaces suited to human needs.

THE INESTIMABLE ADDED VALUE OF UNIQUE HUMAN SKILLS

Though certain tasks may be automated, new skills and expertise will be sought in an AI-driven future. Unique human competencies - like critical thinking, complex problem-solving, effective communication, and adaptability - will be ever more prized.

Jobs that center on social interaction, relationship management, creativity, leadership, and handling evolving scenarios can’t be replaced by machines.

Moreover, humans can continuously learn, adapt to new situations and develop transferable skills. That makes us indispensable in the workplace.

For instance, leadership, teamwork and motivational skills are crucial in running a company. Machines may assist with certain management duties, but humans are needed to gauge personal motivations, define vision and make strategic choices.

TREATING AI AND AUTOMATION FOR WHAT THEY ARE: TOOLS!

We should see AI and automation for what they are - tools that can reshape the working world, but don’t necessarily threaten human jobs.

Unique human capabilities - emotional intelligence, creativity, adaptability - remain irreplaceable. The future of work will see productive collaboration between people and machines, with machines supporting and boosting human potential.

Instead of fearing job loss, we should embrace continuous learning, expand “super-human” skills, and adapt to opportunities AI and automation offer.

In doing so, humans can craft a future where we stay at the heart of economic and social success. How could it be otherwise?

Discover ACT-ON DATA. A project? Contact us.

crossmenuchevron-down