Part 1: The 'New World Competitiveness Landscape' and its consequences for nations and companies by Professor Stéphane Garelli
The world competitiveness landscape implies new attitudes and new approaches to managing people. Crises are periods that reveal strength of character. It is not only being good at ‘what you do’ that counts, but also being good at ‘what you are’. Winners need to deal with more uncertainty and a higher degree of discomfort. They should nurture a healthy sense of ambition for their organisation and themselves. Resilience and being able to quickly re-invent oneself are key objectives.
Companies need to stimulate a mindset of imagination (why not?), of energy (why not now) and of commitment (why not me). Finally, companies are increasingly questioned about their contribution to society, beyond their financial results. The ‘legality’ of the actions of companies - conforming to the law - is no longer enough in a world where public opinion also demands ‘legitimacy’ - conforming to a higher standard. In such a world, companies will need to answer the broader question: why us?