Disruptive innovation, entrepreneurship and organizational transformation
Disruptive innovation, entrepreneurship and organizational transformation
Disruptive innovation, entrepreneurship and organizational transformation
Organizations are weakened by the uncertainty of a profoundly changing world. Yet many of them have a strong identity, an inner flame inherited from their history that should provide them with an anchor. The reason is that while this flame is often widely felt, it is rarely explicitly articulated, let alone embraced. It is therefore not nurtured. Doing so is of strategic importance.
(more…)Optimization is one of the essential goals of management. It means doing more with less. It is one of the factors behind the incredible performance of the global economy over the last two hundred years. It explains, for example, why the price of a refrigerator has fallen by 98% in constant euros over the last century. But it is sometimes done in a naive way, i.e. without taking uncertainty into account, and this naivete is a source of great fragility.
(more…)When things go wrong for us and uncertainty is everywhere, we become defensive. The temptation is to protect ourselves. We do this by keeping a low profile, minimizing our singularity, and conforming to the dominant models that appear to be successful. A little-known episode from Apple’s 1997 turnaround suggests that, on the contrary, the key to recovery in the face of adversity is to assert our singularity.
(more…)Uncertainty needs an anchor. Can that anchor be inner certainty? It seems logical, but it’s an illusion. Strange as it may seem, the solution to uncertainty is not to seek certainty, but to take advantage of it.
(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…)The more the world changes, the more uncertain it becomes, the more we need to know who we are to avoid being swept away by the storm. But knowing our deepest nature provides much more than an anchor. For Montaigne, knowing it and, above all, accepting its limits by renouncing an ideal, enables us to be available without prejudice in the face of uncertainty. We no longer judge what is, but imagine what could be. And what if, in this way, he gave us an essential key to today’s world?
(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…)The traditional decision-making model, rooted in the ideal of the rational actor calculating the best decision with perfect information, is increasingly inadequate in our complex, uncertain world. When information is scarce or inadequate, judgment and imagination must be used instead.
(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…)Can seemingly weak signals have the potential to reveal significant future events? The answer lies in the delicate balance between detection and interpretation, where our assumptions shape our understanding.
(more…)