The first panel is moderated by Frédéric Monlouis-Félicité, the director general of the Institut de L’Entreprise. The topic of discussion is “Overcoming bureaucracy: Innovation and entrepreneurship in the public sector. The panel consists of Yves Doz (INSEAD), Jean-Paul Delevoye (Conseil Economique et Social), Riel Miller (UNESCO), and Marc Schwartz( Mazars).
Frédéric Monlouis-Félicité began the first panel by setting the context of how companies can get past bureaucratic ways and stimulate innovation. Why start this debate now? Well it is largely linked to the current economic crisis.
Riel Miller- observed that fear of death is omnipresent in today’s society. We forget that closed and open systems are not the same. We have to adapt to different systems. Lou Gerstner said that the greatest risk to a company like IBM was their success. The economy will not always be stable and politicians and business people have to adapt to this. As things change we have a tendency to look for certainties, yet this is a mistake. We need to accept an unstable world and embrace the uncertainties that are there. AT UNESCO there are labs of collective knowledge to understand the changes in society and the economy. We have to develop systems of anticipation for the future. If we don’t do this we cannot make the most of the future.
Marc Schwartz (Mazars)– began his talk by stating that the first book on management that he read was by Peter Drucker during a visit to London. It was “The Practice of Management” and one chapter “Let managers manage” particularly stood out. The transformation of the state goes back to the 1980s in France. There have been many plans and names but people often get lost in these. It gives the impression this reform is not complete and there is still too much to do. Public Service Agreements in the UK for example have led to the creation of many KPIs. There is now a movement for a more innovative state which is more flexible. HRM within the state has changed radically. Sweden started this movement and Italy has now made 80% of state workers on a contractual basis.
We are now beginning to understand that having 57% of the nations wealth tied up in the state is not very efficient. Many things have been done in France but there is still much to do. Action is the key today.
Jean Paul Delevoye asked if the audience was wondering whether innovation would save their organization.If the world is changing the future will not be the same and we have to question society as a whole. We need to adapt our system to the future. The people that will survive are the ones that react the quickest. We should ask how we will exist in the new system. Collective systems have not worked. Communism has collapsed as has capitalism with the fall of Lehman Brothers. Are we capable of asking the right questions today? We have to get over the resistance to change. If we don’t there will be no change and no progress. We are currently working under the dictatorship of short term thinking. In France there is a greater joy in having power that actually doing something with it and accepting the responsibility that goes with it. Even if you are a CEO, if you destroy value in your company people will contest your power. There is a current disconnect between the private and public sector with the former encouraging innovation and change and the later resisting it. Fear of litigation with unions is also stopping change.
“We had 30 years of comfort” he said. Popular parties are gaining power because we are not addressing the real issues of society. The real problem is the weakness of certain people today who may end up rebelling against the system.
In the US, when you leave home, your wife says “Have a nice day.” In France she says “Bon courage”
Yves Doz was so impressed by Jean Paul Delevoye that he asked if he could do it again more slowly and in more detail.
He outlined that we are in a universe that is more and more complex with greater interdependence. Companies and the state need to address this. Hierarchical systems are very vulnerable because they don’t adapt and may be contested. When we have optimism systems adapt easily but this is not the case and leads to greater resistance in society.
Riel Miller contested the idea by Peter Drucker that we can create our own future. “We cannot colonize the future” he declared. We cannot be omnipresent but we can learn and try to adapt.
Marc Schwartz then added that understanding the sense of what we do is important. Change will not be accepted without a vision. Polictical parties have an essential role in doing this and must take up this challenge. Creating a story or some form of narration is vital to give this vision. Culture is also very important. Change cannot be brought about without understanding this.
Jean Paul Delevoye then added that there is a noted for return on investment otherwise people won’t take risks.
Frédéric Monlouis-Félicité est délégué général de l’Institut de l’entreprise. Il a auparavant été consultant interne chez GE Capital (groupe General Electric) puis cadre chez un grand éditeur de logiciels européen. Il a débuté son parcours professionnel en tant qu’officier. Il est diplômé en relations internationales de l’Ecole Spéciale Militaire de Saint-Cyr, titulaire d’un MBA de l’INSEAD et ancien auditeur de l’Institut des hautes études de la Défense nationale (IHEDN).
Yves Doz is a professor of Business Strategy and the Timken Chaired Professor of Global Technology and Innovation at INSEAD. He is a Fellow of the Academy of International Business and serves on the boards or advisory committees of various academic institutes and professional associations. His business experience includes work on multinational aircraft programmes, along with consulting for many major multinational corporations and teaching in their internal development programmes.
Yves Doz is the Solvay Chaired Professor of Technological Innovation at INSEAD. He was Dean of Executive Education (1998-2002) and Associate Dean for Research and Development (1990-1995) at INSEAD. Yves Doz received his Doctoral degree from Harvard University and is a graduate of the Ecole des Hautes Etudes Commerciales (Jouy-en-Josas, France). From 2005 until early 2011, he was also a part-time Visiting Professor at Aalto University (formerly Helsinki School of Economics), where he also acted as Visiting Research Dean of the Center for Knowledge and Innovation Research. He has taught at the Harvard Business School, Stanford’s Graduate School of Business, Seoul National University, and Aoyama Gakuin University in Tokyo.
Ancien directeur de sociétés agroalimentaires, il est conseiller municipal d’Avesnes-lès-Bapaume à partir de 1974. De 1982 à 2002 et de 2004 à 2014, il est maire de Bapaume. Il a été également conseiller régional du Nord-Pas-de-Calais, président de la Communauté de communes de la région de Bapaume (élargie à la Communauté de communes du Sud Artois à partir de 2013, et qu’il préside également) et président de l’Association des maires de France (1992-2002).
Il intègre l’UMP en 2002.De 2002 à 2004, il est ministre de la Fonction publique, de l’Aménagement du territoire et de la Réforme de l’État dans les deux premiers gouvernements Jean-Pierre Raffarin. Il engage notamment la réforme de l’ENA et celle de la retraite des fonctionnaires.
De 2004 à 2011, il est le médiateur de la République ; cette fonction est remplacée à compter du 31 mars 2011 par celle de Défenseur des droits, à la suite de la réforme constitutionnelle de 2008. Depuis 2010, il préside le Conseil économique, social et environnemental (CESE).
For 30 years Riel Miller’s work has concentrated on how to use the future to assess and direct the potential for socio-economic transformation in the private and public sectors. He started his career at the OECD Economics Department in 1982 and has worked as a Senior Manager in the Ontario Civil Service (Ministries of Finance; Universities; Industry) and for the International Futures Programme at the OECD for a decade. In 2005 Riel founded a specialized global consultancy, xperidox futures consulting, that helps clients to use the future strategically. His clients range from the Governments of Ireland, UK, Norway, Scotland, France, etc. to international organizations like the United Nations Educational, Scientific and Cultural Organization (UNESCO), the Organization for Cooperation and Development (OECD), the European Commission and the United Nations Development Program to private companies like Cisco Systems, Philips, Alstom, Gemalto, Poyry, Promethean, etc. to regional governments like the state of Catalonia, etc.
Riel is widely published on topics ranging from the future of: the global economy, the financial sector, the internet, education systems, social equity, etc. Riel holds a Ph.D. in Economics from the New School for Social Research, New York. He teaches around the world and is currently a faculty member in the Master of Public Affairs, Sciences-Po, Paris, France. Riel is also a board member of the Association of Professional Futurists and a Fellow of the World Futures Studies Federation.
Marc Schwartz, Ancien élève de l’IEP de Paris (promotion 1984), et titulaire d’un Master de finance d’entreprise, il passe ensuite par les bancs de l’ENA (promotion 1988).En 1997, il est nommé au commerce extérieur en tant que directeur de cabinet de Jacques Dondoux puis conseiller de Dominique Strauss-Kahn, de Christian Sautter et de Florence Parly au Ministère de l’économie et des finances et de l’industrie, où il est chargé de la réforme de l’État et de la modernisation de la gestion publique.
En 2006, il rejoint la banque d’investissement Calyon du Crédit agricole en tant que directeur associé. Puis, en 2007, il fonde et dirige le cabinet AS Conseil spécialisé dans des missions d’accompagnement stratégique et opérationnel dans le secteur public (administrations, établissements publics, entreprises publiques) et dans le secteur des médias.
Il devient, en 2010, associé chez Mazars, chargé du conseil au secteur public et aux médias, puis devient en 2012, le responsable mondial du département « Secteur public » du groupe Mazars.
En novembre 2012, il est nommé par le gouvernement français comme médiateur pour résoudre le conflit opposant depuis plusieurs années Google aux éditeurs de presse. Le 1er février 2013 est signé entre le patron de la firme américaine et le président de la République, un accord créant un fond de 60 millions d’euros abondé par Google afin de financer les projets numériques de la presse, qualifié d’accord “gagnant-gagnant”. Suite à cette médiation, il est pressenti pour présider ce fond.