Michel Goya is a former Swaziland Email List of the Marine Infantry, doctor in contemporary history, teaching military innovation at Sciences-Po in particular and author of the very famous blog “the way of the sword”. Whether on his blog or in his books, he is interested in how armies have innovated, and offers us lessons for how businesses can do it. His latest book “To adapt to win” tells about different military changes: that of the Prussian army in the 19th century, that of the French army during the First World War, that of the British Royal Navy, that of the American army. facing the atomic bomb, etc … However, we are living in the era of

the digital or digital revolution, and all companies must, in one way or another, operate their transformation, in connection with digital. And, I who have done several recent missions for CIOs, I was struck by a parallel that can be drawn: in a certain way, the CIO is to the company what the army is to the state. Let us quote Michel Goya: “Missions as resources are fixed by the higher political authority with which the army maintains a double relationship of expertise and subordination”. That’s exactly it: the CEO expects from his CIO (but it works with most other specialist managers) expertise (what are the right tools for this new digital era and

Developing An Army Means

how to get there) and subordination to strategic issues. Developing an army means changing its Practice, defined as a set of techniques, ways of structuring itself, doctrines (culture) and methods. And changes can occur in any of these components, not just in technique. Often, moreover, technical innovations are initially unreliable, poorly understood by the troops and lead to failure before being mastered. We learn from the book that there has always been a great intellectual vitality in the army, with dominant currents of thought and alternative thought systems, which await the ordeal of fire to come to the fore. sometimes to save the


war in extremis (see the French army in the great war) sometimes to lock the command into a dead end. “If this way of doing things is so drastically better, why haven’t all the big CIOs already adopted it? »A General Manager asked me one day. For a simple reason: they are structured for a certain Practice, for certain technologies and certain paradigms, and only the test of fire (the blows of the competition) will allow their adaptation. You don’t change a culture, skills, beliefs overnight. Only enemy fire produces this effect. And unfortunately, for armies, enemy fire also breeds death. But we see that beyond the confrontation with the

We Learn From The Book That There

enemy, the armies which have adapted best are those which have known how to use (sometimes invent!) The precepts of continuous improvement: analyze the battles lost or won to draw theoretical lessons, identify what technical or societal innovations in society could bring to the army, develop practice with the help of theory, and develop theory with the help of practice.d to what extent? 65% of people, more than 2 out of 3, were able to telecommute as much as they wanted. Only 16% were restricted, and 8% prevented. 6% considered that face-to-face work was essential for them. If you were able to work on TV for a large number

of days, what did you think? 2 in 3 respondents consider teleworking to be relevant, but not beyond a certain extent, as close contact with colleagues is necessary for them. This shows how necessary unplanned meetings and discussions are at work. Still, there are almost 30% of respondents who think that total teleworking is “practical and great”. It would be interesting to dig to find out if it seems possible for these respondents to do without professional meetings, if they work from home or a coworking space close to home, which this questionnaire did not have. aim to explore. Impacts on mobility The same type of question

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