How to end the crisis!

Why this general obstinacy in waiting for the return of development? Why not acknowledge to ourselves that a new order is taking hold, less abundant, more complex, even more open? Here’s the solution: remove the word “crisis” from our vocabulary, because it implies that one fine day “it will start again”!

We have to do more with less, keep it simple and smart to gain confidence, be positive and move on! A light brought to us by Navi Radjou’s book Jugaad Innovation. Let’s Get Smart Again » (1). Thriller.

Why do we refer to development as “Waiting for Godot”?

The maturing of European markets, the stagnation of populations, the depletion of natural resources, the new complexity of the environment… We have all felt that a new order has imperceptibly taken hold. Decades of Growth Are Behind Us, So What?

If this discourse of development, or rather the mantra, is constant and consistent with all political pursuits, it is because it is the only proven recipe ever and because it has structured society. But what patterns of thinking and top-down organizations that have proven themselves to work so well in an economy of scarcity over many decades? Let’s take some examples… more indebted, main countries are going to cut public spending, car sales in EU countries have been falling continuously for a year and a half and returned to 1995 levels in 2012, new drugs The number of starts has declined by 44% each year since 1997 …

It is not so easy to leave the road at night. Yet everything indicates that there is a new path to take. let’s go! Because under the pretext of playing “Waiting for Godot”, it will soon be Napoleon Grouchy waiting at Waterloo.

juggling, frugal innovation

We can translate the Hindi word “Jugaad” by System D, the mindset of resourcefulness and inventiveness to get out of a problem despite a lack of resources. This book (1) is refreshing because it introduces us to emerging countries’ perspective on our situation.

First, perceive the constraint as a form of creative stimulation. Why complain about the condition of the roads when you have a Hindu on your bike? It won’t change anything, so think about adapting your machine to make the energy spent due to potholes go faster!

Adversity is not experienced as a tragedy, on the contrary it allows you to think differently and act quickly.

Secondly, you can no longer manage alone from a stronghold. As Navi Radjou explains, “Technological advances have fueled a growing need for creative freedom among employees and citizens, and have forced companies to open up their economic models”, Opening up the way of thinking, opening up organizations means increasing our resources.

This is the leverage effect of an ecosystem: enriching the community without investing alone.

Evolution exists, it is a state of mind!

That’s all, get rid of the word “crisis”, let’s face it. And let’s turn the problem around. Let’s look at all the new opportunities that are emerging. Let’s analyze our strengths and weaknesses. It takes courage and clarity, it is not that easy. But changing paradigms is a condition of survival.

Of the 1001 business examples in the book, I like the Procter & Gamble example. In 2000, the CEO at the time observed that for 1 R&D researcher at the Cincinnati firm, there were 200 scientists in the world. How to use all these talents? How to speed up research despite limited budget? He launched the absurd idea of ​​transforming R&D, until now a bastion of in-house research, into C&D “connection and development”.

Proctor Research today is an exemplary ecosystem open to researchers around the world, but also to its suppliers, ex-retired executives, etc. This is how the edible ink printing process on Pringles was applied after being spotted at a pizza factory in Bologna…

vision adopted in 2000, which is called “Group Management Strategy” It also made it possible for the firm to connect with its customer communities and give it a significant edge in big data. Openness and questioning of established practices to find outside solutions, faster and at lower cost.

Flexibility and openness. Navi Radjou talks about “strengthening psychological capital” to make the company and the citizen more resilient.

Incorporate this virtuous cycle: Courage -> Confidence -> Optimism.

This is how we will manage to face difficulties with a fighter’s state of mind, a growth state of mind. It is also meant to motivate people to act quite simply.

It’s everyone’s business, what do you think?

(1) Jugaad Innovation. Navi Radjou, Jaideep Prabhu and Simone Ahuja. Ed Diatino.

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