Tag: decision making

strategy

The real lesson from Ukraine: in uncertainty, strategy is a matter of models.

Sticking to an outdated worldview is a universal risk, especially in times of rapid change, and one of the most dangerous. The war in Ukraine is a striking example of this. In just a few years, the battlefield has undergone a complete reinvention: drones are ubiquitous, information is available in real time, and responses occur within minutes. Military certainties that had been solid for decades became obsolete overnight. In a rapidly and unpredictably changing world, the ability to question one’s models is not just a competitive advantage; it’s a matter of survival. This places new demands on strategic thinking for military staff and organizations alike.

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decision making, entrepreneurship, uncertainty

To reduce uncertainty, try cooperation!

How can uncertainty be reduced? This is the question that is preoccupying all executive committees in France and the rest of the world in these troubled times. The most obvious temptation is to mobilize the arsenal of predictive thinking: foresight, scenarios, modeling, customer surveys, and nowadays, of course, AI. However, uncertainty is not resolved through forecasting, but through action. And in this regard, the most powerful action is cooperation. One blind person holding the hand of another blind person? Not necessarily: cooperation means that we no longer need to predict in order to act creatively and move forward without being paralyzed.

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decision making, Management, transformation

Stuck in their projects? Why managers should learn about politics

There is a paradox in business: many of those who are supposed to lead it sometimes admit their inability to move forward with their innovation or transformation projects. And this is not just true of middle managers. I often hear people say, “There’s nothing I can do at my level”. Coming from senior executives, this admission is surprising. The reason is often that these leaders have not recognized the political dimension of their role. By political dimension, we mean the ability to influence the group to move in a particular direction, in this case, to move stalled projects forward. This ability rarely rests on formal authority; it must be built. A useful historical example is how Lyndon Johnson managed to dominate the US Senate before becoming President of the United States.

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Society

Why Categorical Solutions Fail to Solve Complex Problems

A member of parliament who voted in favor of low-emission zoning (banning older vehicles from city centers) recently confessed to the writer Alexandre Jardin, who is strongly opposed to this measure: “We wanted to do the right thing, even if we misjudged the impact”. One might have thought that laws were passed precisely on the basis of their expected impact, but this is clearly not the case. Instead, they seem to be passed on ideological principles. In this respect, they constitute what economist Thomas Sowell calls categorical solutions, claiming to provide a single, simple answer to what are in reality complex social problems. Categorical solutions have become commonplace today, eclipsing pragmatic, nuanced and fair approaches, and the consequences are catastrophic.

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decision making, Uncategorized

The Power of Vertigo: Thinking Clearly in the Face of Uncertainty

With the inauguration of Donald Trump as President of the United States on January 20, we are entering a period of radical uncertainty even greater than we’ve experienced in recent years. We thought we lived in an uncertain world? We haven’t seen anything yet. Accepting this uncertainty means accepting a kind of vertigo, a sense of a world out of balance. For the philosopher André Glucksmann, accepting the vertigo of renouncing certainties is a source of strength. Vertigo is a form of liberation that allows us to think clearly and is a lever for creativity and transformation. But there’s no guarantee that we’ll have this power.

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decision making, entrepreneurship, uncertainty

The pilot in the plane: When faced with uncertainty, move from prediction to control

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.

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decision making, entrepreneurship, Management, uncertainty

Ideal or singularity? Montaigne’s lesson for acting in an uncertain world

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?

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