busy days if filled that one
happens to realize everything we had
planned to do and even more
I asked those who knew this
type of day and who withdrew
some satisfaction of good
want to raise your hand is cool like
feeling no and conversely who has
already had this type of day absolutely
frightful where nothing is OK
as expected we can not manage to
well the slightest little action and the end
of the day we go home
saying but I would have done better not
raise there is a lot more hand up
you are modest so why are we
we are so proud of us when we come to
insert more appointments into
already overloaded agendas and
manages to break the world record of
shirt ironing in the same
day it’s not a question of
survival
we are not here either
recognition issue because the
most of the time nobody sees us
reach our goals our little ones
goals
and yet it’s in our genes to
all we are like that in our genes eh
well maybe not maybe this
Willingness to always do more and
always do better
she may not be so instinctive
and natural that it’s me I try to you
demonstrate within fifteen minutes who
follow that productivity because
that ‘s what we’re talking about
well it’s a reflex a
conditioning a behavior that
man is to inculcate during
millennia years but before that
I’m a little devil’s advocate
because it’s true that it’s true that
if we look through the ages you
can not see anything else but I
can see that the productivity of men
and economic growth
they are concomitant after all
their logic they are close
both measure a production or
an income a few years ago
have been a little bit before
antiquity our ancestors after
years years millennia
of wandering end up becoming sedentary
so overnight these nomads
that they are no longer
are no longer simply dependent on
territories they cross but
appropriates the environment he
colonize then he establishes a daily
their activities are starting to become
repetitive val of come just enough
repetitive to be able to install a
certain stability that allows them to
get organized
we who are organizing he creates there he
invents the division of labor so
have to divide the
tasks within the community like
we would divide the posts in a
soccer team
some become hunters of others
other fishermen still woodcutter
military goods
after years and years of
millennia where we only knew
you had to know how to walk
run climbing trees know them
animals to not finish in a stomach
berries herbs to not finish
intoxicated here we accept to
delegate some of these good
practices of the sustenance of his
responsibilities of our existence to
the community and here we
realizes that in fact
spreading the tasks and well one
do better and we do more then everything
little world and fishermen hunters
etc.
all this little world values evolve into
perfect coherence because the
productivity or efficiency of 1
benefit others through
commercial exchanges map overproduction
I am there you are doubtful exchange it
against your own overproduction the
productivity is growth too
barely above zero percent
per year but the man chose his route
that of productivity and it’s a
choice we know of nomadism
for nearly two million years
the only limit to this system of the
productivity for that we stay at
around 0% growth per year eh
well, it’s human energy
do not worry
industrial revolutions later
after discovering and serving
new sources of steam energy
electricity fuel
production is tenfold the result
is that for 200 years from 1800 to
2000s and well growth
explodes
until the years from 1975 where
s inflects then what is
goes on in 1975 for productivity
reflect we are at
paroxysm of productivity we have
invented the Taylorism Fordism the
lean manufacturing
we produce with robots we do not
communicates more than by e-mail and the
most of our business processes
are supported by applications
overpowered yet the cross the
consequence finally the finding is that
economic growth is good
is reflected in the air the report is
that productivity is no longer the
engine of growth and if the
productivity is no longer the driving force of
economic growth
we have the right to ask ourselves a new
question is it is not it
toxic is it that it would not be the
poison of our economy
so maybe we’ll come a little
little back before going further
and ask yourself the question remember a
little what is it that productivity I
promise you this is the last
equation govern tonight but you the
will see twice the productivity that’s
a it’s a report a stupid division
between quantities that are produced and
resources that we consume
fundamentally that we invest in a
company from there the mechanism
it is very simple
if you want to increase your
productivity just increase
your production reduce costs
increase your production
you will have to unite two conditions the
first is to have a request
sufficiently stable and predictable for
to be able to sell the products you
produce in addition to what you
produce usually otherwise you go
make stock
the second is to have funds
ability to invest in new
production capacity
and it also requires some
stability in demand because
otherwise you will not be able to repay them
your investments and reduce
costs
finally it’s not so much anymore
complicated just do what we do
done for fourteen thousand years we divide
work again divide them the
work today
it simply means
specialized more and more concentrated
service operators why
not complete boxes on
perimeters of tasks more and more
restricted and more and more repetitive
but the division of labor
ultimately is very very much related to the
production it only makes sense if
the activity is stable enough for
able to justify specialized micro
your operators
it only makes sense if demand
allows to concretize the gain
effectiveness
so I ‘ll give you an example
that of a baker who would forget about
overnight all his recipes for
devote yourself to raisin breads
blond g would become super efficient and
immensely rich imes
as far as his clients
will only buy parts reason
but if the customer changes mud and
to sell chocolate breads on
system collapses
so eventually you want
increase production or reduce
costs it’s the same thing you have
need two things from a locker room
swell
finally and then stability the
stability can we still talk about
stability today can we talk about
stability of resources even
that certain matters that serve
of convenience today are going
disappear by 2030 2050
can we talk about stability in a
degradation context confirmed
of the environment even though
haunt the insurance companies
get rich more and more
natural disasters every year can we
talk about stability in a world where
conflicts persist and take
forms more and more sneaky and
surprising terrorism attack
computer science all regions of
world are concerned all the
companies are destabilized
economic stability
crises they seem to follow one another
subprime crisis in 2008 crisis of the
debt a few years later first
what is the common point of all these crises
whatever the origin
Well, it’s the stall of the
request
volatility
a large ultra productive enterprise
ultra integrated verticalize and well he
does not wobble because somewhere
on the planet a speculative bubble
collapses no she’s going to go there only from
day in hand no one is buying the
products she goes there that the
productivity has made our businesses
finally encourage our companies to
invest more and more in
production capabilities that
suddenly no longer serve anything and
can not be refunded so
in this context a little new in a
world increasingly uncertain and
since horror more and more
difficult to predict
is the model of the
productivity can still work
in an increasingly uncertain world
is the business model to
5.5 thousand thirteen thousand twenty thousand
thirty thousand one hundred and fifty thousand
employees is still compatible and well
no it is not compatible
so we have a new problem how
stay competitive in a world there
is no longer governed by the laws of the
productivity the solution is this
we must deconstruct productivity
in business and you have to commit to
a new path that of
unproductivity so that’s done
it’s done in three times it’s a
way in three times the first of
them is these innovations then
is not about controlling the last
technology
although it can help the last
material
of last generation but this is
of two outposts in the breaking of
discuss before ending up disrupt
is yourself innovation today
it’s more a group of scientists
who goes around in a laboratory
with an infinite budget the innovation
today it’s a cap
a strategy that draws
the company is the starting point
it’s simple it’s a portfolio that
my balance with two types of
projects of innovation projects
incremental that allow
the company to renew its offer on
already existing markets
a new color for a garment
or a new generation for iphone
and then innovation projects
radicals whose ambition is to
destabilize existing markets and
will bring new and new
well these examples of blaquart that has
structured the the market beyond the
carpooling in France
and then it’s all these examples of
creators of disintermediation and
alternative that his wave that are by
example kickstarter but innovation
it is not the prerogative of small boxes
unformatted that are these start-ups but
it presupposes to set up a
number of 2.2 mechanics of which I
will speak to you immediately then the
first of them and it’s also
our second step in towards the
verlan productivity if you follow
it’s agility agility it’s the
ability or a company to put
on the cheap at the right time the good
product
so that’s the arrival capacity before
the others before his competition with a
product or innovative service and
to exploit the demand
where she is when they exist
because it is ephemeral cerci
and volatile because how does it
the agile company finally how she
does the business to become agile and
well she positions where she
repositions the consumer in the center
of his system
she will develop versions all
just successful but sufficient of its
products of his services and goes the
test with the customer directly for
make a crucial decision
quickly than the others that of
persevere with a product
eventually adjust the shot
completely stop a project that
is not a carrier it is a company
who recognizes the ephemeral nature
demand and which is permeable to
customers and that it is organized in
business then companies
productivist we all know one
knows very very well of course that
that we have created today are in
train there now at the time when we
talk about creating systems
extremely complex to come across
data in every way
analyze past sales and attempt
to draw projections on the future
and well the agile company she does not
that the company acts is what we get
is what we are trying to exploit the
proximity she has with the client and
she in the holidays 1 she will give the
control of his system of his chain
supply to those who are in
Direct contact with the client
traveling salesmen for example or
so the customer himself and she gets
brings the customer even closer to
going to produce directly at his door
locally and by doing that well she
delete all the steps
intermediate order intake
planning scheduling
more business analysis dispatch
need all this maybe one day
she will even come to confide to the
customers until its production
we saw two talk blind ravine at sight
including talk 1 about production a
says yves the 3d printing and another on
connected objects
here is an application the agile enterprise
then agility finally it’s weight
it’s a company that focuses on
the client and that limits the activities
at least necessary but the minimum
necessary is doing less and doing
least do better for the client but
it’s accepting to stop
to master in the company
and that does not please our boxes
and yet in an uncertain world
we will have to take some
risks good news is that we can
reduce your risk exposure
a very simple way it’s in
limiting its dependence on
resources that could disappear
in case of crisis
the bad news is that for
to limit his dependence
unlike the lives of all
days in business you have to accept
lose control let’s take an example
very simple no longer depend on his
financial ressources
well that’s not to accept
invest revolution for the company
the most to invest is to accept
to outsource some of its
operations
agree to no longer control his
products or rather not to depend
of his own production
well that’s agree to sell less
of products and it’s designing the fact
to produce less and yet less
production my investment less than
debt less risk but the hardest
the most inconceivable for a business
today is to accept no longer
control his organization his
employees so that’s removing the
procedures the organization chart
performance indicators for
to work towards a working model
reunited and indivisible
this model of work his job neither
organization chart and well that’s
the most malleable of all
the company becomes resilient and
it was the third and final step
towards productivity
but the hardest step to cross
so we’ve seen it’s a path that’s
very long and I from this talk we come
at the end
I would like you to withdraw two things
two strong ideas the first one it was
productivity is not
simply and stupidly the opposite of
productivity but it’s a relay of
economic growth
the second one insists on it
that the walk to climb and very big
because we have to unravel all the
Productivist mechanisms in business
and I need you tonight
investor researchers teachers
students so future decision makers in
business leaders to do
Spread the idea in your companies
and although there are other courses
other paths than productivity
because this one because it is toxic
and then to start a reflection of
based on the structure of our companies
before the next crisis
irrevocably weakens our
economy thank you
thank you very much to life
”
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