And suddenly, people, teams and organisations had to adapt! We all know how much adaptation costs. At different times in our lives adaptation has been present. Organisations have long created contingency plans to cope with sudden adaptation needs. Many of us have plans A and plans B, for an adaptation to career management situations, to family life management, even to dinner plans.

Covid-19 is a frightening anomaly. But it is more frightening than "anomaly". The norm, or the new normal, seems to be that of permanent epidemic threat: the World Health Organization tracked 1438 epidemics between 2011 and 2018. Hyper-urbanisation and climate change make pandemics and other ecological hazards more pressing. It is therefore important that we collectively prepare for this reality - to which organisations, including business ones, will naturally continue to be subjected. The optimism that developed after the previous crisis was "overcome" is now being overcome by the pessimism that comes from another crisis, this one perhaps more worrying for our existence.

The word, of course, does not exist. But the idea is this: how to make choices between opposites without having to ignore the tension between them? Professor Miguel Pina e Cunha gives you the answer.

I recently attended a problem-solving workshop at Nova SBE Executive Education and learned that the top skills for modern times are Judgment & Decision-Making (JDM) [judgement and decision-making] (HolonIq, 2019) and Complex Problem-Solving (CPS) [complex problem-solving] (WEF, 2018).

If we analyse the most creative ideas in the history of humanity, we can see that they are ideas that were born from a combination of realities that already existed. Paula Marques explains why.

Specialisation and compartmentalisation (or fragmentation) of knowledge is both one of the great virtues and one of the greatest pitfalls of our time, but are they always effective?