Skip to main contentdfsdf

Bertrand Duperrin

Why Did Microsoft Invest In OpenAI?

"Based on recent reporting by The Information and the Wall Street Journal, some very specific facts have been established:

OpenAI is the largest customer of Microsoft Azure, where it pays "favorable server rental rates compared to other customers."
Per The Information (emphasis mine), "several top Microsoft executives [during the period where they invested $10 billion in OpenAI] told colleagues they thought OpenAI’s business would eventually fail, even if its technology was good, according to a former manager who discussed it with them.""

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

  • "several top Microsoft executives [during the period where they invested $10 billion in OpenAI] told colleagues they thought OpenAI’s business would eventually fail, even if its technology was good,
  • As I discussed in last week's Friday premium column, OpenAI and Microsoft are currently negotiating over the terms under which it would allow OpenAI to convert to a for-profit entity, in which OpenAI is offering Microsoft...a reduction in its revenue share (down to 10%), less stock (33%, down from 49%

9 more annotations...

Bertrand Duperrin

Hybrid work policies: No room for 'one size fits all'

"Cisco’s Global Hybrid Work Study 2025, encompassing over 21,000 employees and employers across 21 countries, reveals both the challenges organizations face and a clear path forward—one that Kelly Jones, Cisco’s chief people officer, believes hinges on intentionality, technology and trust.

“As organizations continue to navigate hybrid work, it’s clear that one size does not fit all,” Jones explains. Her perspective offers a blueprint for HR leaders grappling with similar challenges."

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

  • Top contributors demand access to remote work. Half of the leading performers work at organizations requiring fewer than three days in the office, and 63% would accept a pay cut for more remote flexibility.
  • “High performers thrive when they have the autonomy to choose the work environment that best suits their needs,”

10 more annotations...

Bertrand Duperrin

The Case for AI-Enabled Orchestration as a Strategic Business Capability

"Work is increasingly distributed and fast-moving. How can we build a capability that connects systems, agents, and people, while keeping humans in the loop for alignment and accountability?"

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

  • We don’t transform organisations simply by adding new tools, but rather by changing the art of the possible and what the organisation is capable of.
  • But too often, capabilities are seen through the lens of enterprise IT architecture as being technical rather than strategic building blocks

15 more annotations...

Bertrand Duperrin

Les IA "hallucinent"… et ce n’est pas (forcément) un problème | LinkedIn

"Nos outils n’ont de valeur que dans l’usage que l’on en fait. Pourtant, nous continuons de juger les LLM comme s’ils étaient tenus de délivrer la Vérité, token après token. Le verdict est alors sans appel : parce qu’ils "hallucinent", ils sont décevants, voire dangereux. Mais reprocherait-on à un marteau son incapacité à séquencer le génome ? C’est exactement l’erreur méthodologique, ou plutôt epistémologique, que nous commettons lorsque nous examinons un modèle probabiliste sous la loupe d’une logique déductive classique. "

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

  • Les critiques les plus courantes – "le modèle fabrique des fausses information", "on ne peut pas lui faire confiance" – supposent implicitement qu’<!----><!---->il devrait se comporter comme un oracle infaillible<!----><!---->.

11 more annotations...

Bertrand Duperrin

HR as a Product — How to transform HR into a product. | fassforward

"Not surprising, then, that personnel rebranded as HR, CHROs are rebranding as Chief People Officers, and HR departments are being reimagined as centers of employee experience.

According to Amy Hanlon-Rodemich, former Chief People Officer of Nokia and GlobalLogic, a “radical overhaul of the profession is sorely needed.”"

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

  • This radical overhaul of HR will not happen by simply swapping out infrastructure: Peoplesoft for Workday or Workday for Rippling—it comes from running HR like a business and thinking of HR as a product.

22 more annotations...

Bertrand Duperrin

How I Stumped a Panel of EX Experts | The Workline

"About midway through the conversation, I teed up a question in the conference app that was meant to be provocative but straightforward:

How do you align specific EX initiatives or target employee behaviors to the business objectives of your companies?
Moderator ​Nicole Turner​ (Mastercard) acknowledged me in the audience before reading it aloud. That was a delightful surprise, but what happened next was even more unexpected.

Not one panelist had a ready answer."

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

  • while EX has become a buzzword in the boardroom, many practitioners still struggle to articulate its business value. We're great at describing programs, initiatives, and feel-good stories. We're not great at connecting the dots to revenue, retention, productivity, or other strategic objectives.

14 more annotations...

Bertrand Duperrin

From Service to Product: A Smarter Way for HR to Work | by Sarahkoegler | The Ready | Medium

"You want HR to be a strategic force that solves big and urgent problems for internal customers, not just an efficient machine checking boxes. Yet HR teams continue to find themselves stuck in a reactive loop — addressing immediate demands and feeling exhausted rather than creating scalable solutions.

How does HR break this cycle? How does it move from being an overextended service function to a game-changing driver of strategic solutions?

Shift from a service-first mindset to a product-first mindset."

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 1 save total

    • ut “product-first mindset” isn’t just a buzzword; it’s a necessary shift.

      • From constantly responding to requests to proactively designing solutions that meet the ongoing needs of employees and the business
      • From an endless cycle of one-off fixes to building solutions that people want to use and that scale value over time
      • From HR’s current firefighting state to a future-proofing one
  • HR responds to needs as they come — “Help me resolve this cross-team conflict that’s blowing up my project timeline!” — provides a quick fix, is the hero of the moment, then moves on.

    It feels productive. It feels like adding value. And on the surface, it is.

18 more annotations...

Bertrand Duperrin

The Best Leaders Encourage “Spacious Thinking”

"There are two modes of attention that people use at work: doing mode, in which they pay narrow attention to a specific task in order to control, predict and get it done efficiently; and spacious mode, in which they pay attention more expansively, without hurry, making them more receptive to relationships, interdependencies, and possibilities. Spacious mode leads to gaining insight into challenges, thinking strategically, spotting opportunities, building relationships, and sparking joy and motivation. In organizations, thought, spacious thinking is often suppressed by the urgency of doing and employees feel it is seen as career limiting. Leaders play a crucial role in making spacious mode more accessible because they can legitimize and encourage it rather than shutting it down. They can do that first by being aware of they ways they might inadvertently discourage it, and then by raising big-picture questions , bringing novelty into meetings, and rewarding spacious thinking."

Shared by Bertrand Duperrin, Bertrand Duperrin added annotation, 3 saves total

  • Rather than thinking narrowly and simply demanding budget cuts from his direct reports, Soren convened a meeting with his department to discuss the broader question of its purpose and sustainability.
  • the recognition that there were overlooked assets in the archive that might be used for a new program. This idea eventually led to a top-line contribution of tens of millions, and reductions in workforce were avoided

20 more annotations...

Show more items

Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »

Join Diigo