Prospective et stratégie : Imaginer le futurBack
What 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
Based 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).
Based 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.
The 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.
Based on “The Black Swan: Second Edition: The Impact of the Highly Improbable” by Nassim Nicholas Taleb (Random House Trade Pub. 2010)
Based on What to Ask the Person in the Mirror, by Robert Steven Kaplan (Harvard Business Press, July 2011).
Based on an interview with Roy Pereira, CEO of Zoom.ai (December 2019), Abdi Aidid, director of legal research, Blue J Legal (December 2019) and on a conference video, documents, and email correspondence with Ellinor Axell, sales and marketing director, B2B, Telenor.
Based on an interview with Hubert Joly, executive president of Best Buy (November 2019).
Based on an interview with Delphine Inesta, CEO of Arcole Industries (December 2019).
Based on You Look Like a Thing and I Love You by Janelle Shane (Wildfire, 2019) and an interview with Roy Pereira, CEO of Zoom.ai (December 2019), Abdi Aidid, director of legal research, Blue J Legal (December 2019) and on a conference video, documents, and email correspondence with Ellinor Axell, sales and marketing director, B2B, Telenor.