Early Strategies regularly researches disruptive change topics. 

Scroll own to see: 

  • How Middle Management Copes with Digital Transformation (May 2016) - PDF, 47 pages, 295€; also available in French
  • Organizing CSR in Large Companies (2012)
  • Corporate Directories are Becoming Enhanced (January 2011)
  • Toward Enterprise 2.0 (February 2010)
  • Speeding the Adoption of Enterprise 2.0 (March 2009)
  • The Business Impacts of Social Networking (November 2008)
  • How do Women Network (December 2008)

Our next research will start early 1Q17. Keep in touch !  

CSR Strategic Planning research – answer = 28 Feb. 2018

Our goal is to gather insights and best practices on CSR* strategic planning, to help executives and experts benchmarkhow they create their blueprint for sustainable practices adoption, while remaining business oriented.  This short questionnaire (16 questions, 10 mins to answer) is intended for CSR executives and experts, and other people well involved and aware of their company’s CSR strategy. Consultants may answer for a client company. Identities […]

How CSR is Changing Business – the research report is published !

Research : Is CSR changing business? Managers speak out on sustainabilityHow CSR is changing business The 2017 report lets us hear the voices of managers in international corporations and reveals their desire to take CSR into new territory, beyond compliance and brand image. Surveyed during first quarter 2017, the 130 managers who participated in our […]

2017 research: Is CSR Changing Business?

Research : Is CSR changing business? The inside perspective on sustainability Early Strategies and New Angles are partnering to conduct research on how organizations are changing, from the inside. Is the spread of Corporate Social Responsibility (CSR) creating real business sustainability? Is change happening? How deep is it, how long lasting? Where is the resistance to […]

How Middle Management copes with Digital Transformation

The report has been written to bring insight to: CHROs and HR teams to understand the impacts of the digital transformation, how middle management actually endures this transformation, and find insights for strategic planning CLOs and Corporate University teams to help their work of developing middle managers generally and specifically when it comes to the digital transformation CDOs and Digital Transformation executives: insights […]

Organizing CSR in Large Companies (2012)

    This unpublished 2012 research aimed to identify CSR challenges faced by multinational corporations: strategy, governance, change management, role of the corporate practitioner, best practices and lessons learned. Target respondents were in-house CSR leaders and managers, from multinational companies with over 5000 employees at any stage of CSR implementation. The Twitter account used for this […]

Corporate Directories are Becoming Enhanced (January 2011)

An enhanced corporate directory is much more than a directory. It’s a potential network enabling the identification of internal experts and partners, a better appreciation of the layout of the organization, and the recommendation of internal contacts or groups. It’s the first step toward internal social networks, toward management by community, and toward modern knowledge […]

Toward Enterprise 2.0 (February 2010)

Analysis of a survey on corporate change as perceived by 50 participants working in MNCs and international organizations including: Air Liquide, Alcatel Lucent, Alstom, Amadeus, AT&T, Bouygues, Caterpillar, Cisco, Deloitte, Dupont, Ericsson, France Telecom – Orange, GDF Suez, IBM, Kimberly-Clark, KPN, MAN, Mars, Mercedes-Benz, Microsoft, French Ministère de la Défense, Parker Hannifin, Relais & Chateaux, […]

Speeding the Adoption of Enterprise 2.0 (March 2009)

This white paper funded by AT&T can be downloaded for free here. In this, the second paper in this series, the drivers for Social Networking and Enterprise 2.02 tools are investigated in an attempt to identify what causes some businesses to be so much more successful in their deployment of these solutions than others. Primary […]