Yves Morieux

Yves Morieux is a globally sought after advisor on corporate transformation, working with the CEOs and leadership teams of the most prominent  companies around the world on their transformation efforts. A contributor to the development of organization theory relating to the structural and behavioral conditions for economic value creation and competitive advantage, he has advised more than 500 organizations across industries around the world. He joined BCG  in 1995 in the Paris office, transferred to Mumbai in 2012 and is now based in the Washington DC office. He leads the firm's global development of approaches at the intersection of strategy, structures and behaviors to help corporations  simultaneously increase productivity and employees' satisfaction at work. A BCG Fellow, he leads the BCG Institute for Organization where he created BCG's new approach to the management of complexity for competitive advantage (Smart Simplicity ®) summarized in his TED Talks here and here

Prior to joining BCG, Dr Morieux was a Director in a private research and counseling practice that specialized in the application of state-of-art results from social sciences to corporations, public organizations and markets

Yves Morieux holds a PhD in industrial marketing from the university of Strathclyde in the UK, a DEA in organizational sociology from the Paris Institute of Political Science (Sciences Po), a postgraduate certificate in research and quantitative skills from the Scottish Business School, a MSc from CERAM-SKEMA and is a Salzburg Seminar  in American Studies alumnus.

He has been a professor in the advanced  Decision Sciences & Organizational Sociology programs of the Paris Institute of Political Science and was social science expert for the French National Research Agency (ANR) . He has published two books (recently: Six Simple Rules – How to manage complexity without getting complicated, Harvard Business Review Press, 2014), various scientific articles or book chapters, and is frequently featured in the media or business press on organizational evolution (e.g.  The Economist, Financial Times, Harvard Business Review, Wall Street Journal, Fast Company, Time, Le Monde).

Companies are facing growing complexity, declining productivity and a slump in employee satisfaction. Despite all the technological innovation around us in every industry there is a constant slowdown in productivity. The decline is so dramatic that we at BCG have been looking for the ‘hole’ which has been draining companies’ productivity. Before unravelling the mystery of vanishing productivity, I want to look at a related phenomenon which is equally pressing: the relentless slide in workplace satisfaction. We spend half of our lives at work so it is important that we are happy. The bad news is that we don’t feel good about work at all. In Europe, only 11%-23% of us feel ‘engaged’ at work (depending on industry). This is despite all the efforts to motivate people and train managers.The productivity crisis and the work crisis have a common root cause. If you tackle it, you simultaneously improve performance and satisfaction at work. And when people are more satisfied they are more productive; when they are more productive, they are more satisfied. Dealing with complexity So what is the common root cause of these twin crises? It’s the way companies have been organising themselves. CEOs are doing what is taught in business schools: strategic alignment. They start by deciding on a strategy and then align structures accordingly. It looks reasonable but there is a trap. This approach worked when the world was simple. The choice for companies was to decide whether to compete on cost or on quality. But in the mid-1980s, companies lost the ability to choose between cost and quality because their customers were demanding both. This added considerable complexity as companies need to do two things at once. Of course, that was nothing compared to new layers of complexity that have been added in recent years. Today,...