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Long term strategy : Think your strategy
BackThree ideas to help make decisions in the dark
N° 309, September 2020Three ideas to help make decisions in the dark To go further: The war on the Coronavirus” by Michael B. Donley, C. Robert Kehler, Eric Olson and Yuval Atsmon (McKinsey Quarterly, june 2020). https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-war-on-the-coronavirus
How to prepare for the next crisis To go further: “Stop Preparing for the Last Disaster” by Shane Parrish (Farnam Street, July 2020). https://fs.blog/2020/06/last-disaster/
__A word from the experts To go further:__ “How to improve decision making” (Knowledge @ HEC, 2020)
https://www.hec.edu/en/knowledge/indepth/how-improve-decision-making
Deciding in the dark
N° 309, September 2020Based on The Biggest Bluff by Maria Konnikova (Harper Collins, June 2020).
How to make the best decisions (even when you don’t hold all the cards)
N° 309, September 2020Based on The Biggest Bluff by Maria Konnikova (Harper Collins, June 2020).
Six tips to sharpen your powers of observation
N° 309, September 2020Based on Look: A practical guide for improving your observational skills by James H. Gilmore (Greenleaf, February 2017).
So, what do we do now?
N° 307, June 2020Based on L’innovation frugale: comment faire mieux avec moins by Navi Radjou and Jaideep Prabhu (Diateino, March 2015), “Creative problem-solving in the face of extreme limits,” TED conference by Navi Radjou (TED, October 2014), and “The Google Way of Attacking Problems” by Greg Satell (Harvard Business Review, December 2014).
Can we return to normal? Five questions for the post-Covid-19 world
N° 307, June 2020Based on “Le Covid-19 sonnera-t-il le glas du capitalisme?” by Pierre Rondeau (Slate, April 2020).
“Il faut renoncer aux futurs déjà obsoletes” by Alban Agnoux, Aurélien Fabre and Bastien Marchand (Usbek&Rica, May 2020). “Imaginer les gestes-barrières contre le retour à la production d’avant-crise” by Bruno Latour (AOC, May 2020).
Three perspectives on what the new normal could become
N° 307, June 2020What does the post-pandemic office look like? To go further: “The Pandemic May Mean the End of the Open-Floor Office” by Matt Richtel, The New York Times, 4 May 2020. “Designing Spaces for Infection Control,” Mass Design Group, 27 March 2020, downloadable PDF: https://massdesigngroup.org/sites/default/files/multiple-file/2020-03/Designing%20Spaces%20for%20Infection%20Control_MASS%20Design%20Group_200327.pdf
A fine lesson for the future To go further: “Jared Diamond: lessons from a pandemic” (The Financial Times, May 2020) https://www.ft.com/content/71ed9f88-9f5b-11ea-b65d-489c67b0d85d
From war rooms to nervous systems To go further: “Return: a new muscle, not just a plan” by Mihir Mysore, Bob Sternfels, and Matt Wilson (McKinsey, April 2020). https://www.mckinsey.com/business-functions/risk/our-insights/return-a-new-muscle-not-just-a-plan?cid=other-eml-alt-mip-mck&hlkid=26ba07ccca95454d91352e23dcc77314&hctky= 1874464 & hdpid = ecaa4c70-9137-49ce-97b1-3ef35f9fe708
Developing a culture of resourcefulness
N° 307, June 2020Based on L’innovation frugale: comment faire mieux avec moins by Navi Radjou and Jaideep Prabhu (Diateino, March 2015), “Creative problem-solving in the face of extreme limits,” TED conference by Navi Radjou (TED, October 2014), and “The Google Way of Attacking Problems” by Greg Satell (Harvard Business Review, December 2014).
Anticipating the unimaginable
N° 305, April 2020Based on “The Black Swan: Second Edition: The Impact of the Highly Improbable” by Nassim Nicholas Taleb (Random House Trade Pub. 2010) and three ideas to help you find your way out of the chaos.
Three ideas to help you find your way out of the chaos
N° 305, April 2020The facts are clear: you and your colleagues and teams have different ways of reacting to chaos. It’s a good thing too, because you need diversity to transform the unpredictable into a source of innovation. The Singularity University has developed a questionnaire to help you identify your innovation profile in the face of chaos. Test yourself!
Do you have a contingency plan? Great, you're finally going to get to use it! But look beyond your list, because not all the measures on it will be relevant to whatever exceptional situation you find yourself in. You have to improvise, and your leadership qualities matter more than any action plan.
An asymmetric threat is unpredictable, and the likelihood of it happening is very low. While this type of threat is extremely expensive to prevent, when it happens, it causes considerable damage. Does this remind you of anything…? Asymmetric attacks tend to provoke feelings of powerlessness, but you can find ways to limit the damage.