Disruptive innovation, entrepreneurship and organizational transformation
Disruptive innovation, entrepreneurship and organizational transformation
Disruptive innovation, entrepreneurship and organizational transformation
Uncertainty demands an anchor, and while inner certainty feels like the logical choice, it’s often just an illusion. Embracing uncertainty rather than seeking to control it might just be the real solution.
(more…)The more uncertain the world, the more anxious we are, and the more we intensify our efforts to predict. It’s a paradox with no way out. The key to uncertainty is not prediction – which is dangerous – but control. This general attitude implies seven very concrete ideas for taking action and giving ourselves the opportunity to create something new that is our own.
(more…)As the world swirls with change and uncertainty, knowing and embracing our true selves becomes crucial—not just to anchor us, but to liberate us. Montaigne believed that understanding and accepting our limits allows us to face uncertainty without bias. Instead of judging what exists, we imagine what could be. Could this perspective be the key to navigating today’s ever-shifting landscape?
(more…)How do we strategize in times of uncertainty, when the models you’ve relied on in the past are undermined and you face unprecedented challenges? The temptation is to look outside for models, because it’s hard to invent our own, because external models already exist and are presented as self-evident, while we’re weakened by the obsolescence of our own. But we must resist this temptation and embrace our singularity in order to build our own response.
(more…)Nobody likes bureaucracy. We all dream of a simple, efficient organization, with clear processes, unambiguous decision-making mechanisms, an organizational chart that’s all we need to know who does what. But it’s not possible, and yes, that’s good news.
(more…)After recent failures, Disney is once again committed to creating great stories. It has to be said that for several years now its films have been conceived primarily on the basis of a militant “woke” ideology. And the public didn’t like it, which is why the company is going backwards. Disney’s misadventure offers three important lessons for companies tempted to venture into political territory.
(more…)Uncertainty is naturally anxiety-provoking. In the workplace, it is added to other sources of employee insecurity, such as lack of trust or appreciation, management style, or lack of meaning. How can a leader provide psychological safety in an uncertain world?
(more…)The Covid-19 crisis completely disrupted the strategy of all organizations, reducing plans to nothing. Like any disruption, it corresponded to a process in development whose consequences unfolded, and continue to unfold, progressively on all levels: sanitary, social, economic, but also political and geo-political. It was followed two years later by another disruption, the invasion of Ukraine, which had a similar effect. For organizations, such disruptions impose a complete revision not only of their strategy, but of the way it is defined and of the fundamental beliefs on which the process is based, and in particular on how decisions are made in an organization. It requires a rethink of strategy, management and leadership.
(more…)[version en français ici]
How can an organization not only protect itself from uncertainty, but more importantly take advantage of it? The question is a hot one these days. It preoccupies many strategists, jumping from one crisis to another in a world that has become highly unstable and full of surprises. One source of inspiration, perhaps unexpected, is the German army, which built, from the end of the 19th century, a very powerful leadership model from which we can learn a lot.
(more…)[version en Français ici]
Companies rarely collapse all at once. The collapse is often only the visible phase of a decline that started long before and developed insidiously. Like the famous frog that does not react when the temperature of the water in which it is placed rises, this slowness makes it more difficult to react: the signs of decline seem disparate and it is difficult to link them together to build a picture of danger. At the heart of this difficulty is the silence about the situation within the organization, and the tacit acceptance of mediocrity.
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