Sustainability Reporting (including Scope 3)

On November 10, 2022, the European Parliament adopted the final text of the Corporate Sustainability Reporting Directive (CSRD), which will require companies operating in the European Union (EU) to publish information and data related to environmental issues, social and governance, informs a press release sent to the editorial office. On November 28, 2022, the Council of the European Union has adopted the proposal and published in the Official Journal of the EU. The directive will enter into force on the 20th day after publication. The member states will have 18 months to transpose it into national legislation.

The Methodology Of Convergence

Conventionally, digital business projects are limited to transposing the existent knowledge into a digital format, in order to get more transparency and some automated features. In many situations, this limited scope cannot create value; the solutions are not adapted to the dynamic reality and to business development needs. As a matter of fact, this is the hidden problem that causes significant failures within the digital business realm.

A Quality-Based Methodology For Digital Projects

Man is the only creature who refuses to be what he is. Albert Camus It is unanimously agreed that digital transformation will be more significant imperative for organizations in the short-term future. The Economist[1] recently noted that one of the most obvious consequences of the current pandemic crisis will be the infusion of data-enabled services […]

The Economics Of Performance

“In my view, aiming at simplicity and lucidity is a moral duty of all intellectuals; lack of clarity is a sin and pretentiousness is a crime.” Karl Popper


HR represents 85% of the controllable costs in the retail store. Therefore, talking about performance means to include a discussion about human resources management. Today, under the threat of technology disruptors, “brick and mortar” retailers are turning to an …


Today, the entire consulting culture is based on the so-called “Know How.” This happens even if the “Know How” approach is arguably arrogant, false, inappropriate and it is often the most relevant source of failure. It has happened not only in business, but also in education…


Conventionally, digital business projects are limited to transposing the existent knowledge into a digital format in order to get more transparency and some automated features. In many situations this limited scope cannot create value. Therefore, it is a large amount of failure within the digital business realm. Statistics shows that more than 70% of the digital initiatives fail. Experience shows that more than 90% of the problems that are related to business analysis fail. The lack of a scope defined creates communication issues. Consequently, communication issues create inconsistencies.


Client onboarding is a full process, which users employ when they start their journey as a customer/client of a bank/financial institution. The onboarding experience can define the ongoing relationship the customer has with the organization.
In other words, this process is critical due to key variables such as client loyalty, experience, referrals, and profitability. The future of client onboarding depends on the quality of the involved company’s own onboarding practice and processes.


In 2003, the top managers of Levi Strauss decided to replace the IT system. At that time, the company was a multinational structure with operations in 110 countries. The risks seemed to be small: The proposed budget was less than $5 million. But very quickly all hell broke loose. One major customer, Walmart, required that the system interface with its supply chain management system, created additional hurdles.


Crafting innovation refers (in our perspective) to a permanent concern to build something visually. Any outcome of the process should be visually touchable, understood by all team members and assumed by the entire organization.