{"id":1823,"date":"2020-05-15T13:48:00","date_gmt":"2020-05-15T12:48:00","guid":{"rendered":"https:\/\/ksapa.org\/fr\/?p=1823"},"modified":"2024-12-25T17:23:41","modified_gmt":"2024-12-25T16:23:41","slug":"les-dirigeants-de-leconomie-reelle-en-premiere-ligne-du-monde-dapres","status":"publish","type":"post","link":"https:\/\/ksapa.org\/fr\/les-dirigeants-de-leconomie-reelle-en-premiere-ligne-du-monde-dapres\/","title":{"rendered":"Les dirigeants de l\u2019\u00e9conomie r\u00e9elle en premi\u00e8re ligne du monde d\u2019apr\u00e8s &#8211; 3 principes d&rsquo;action"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><strong>La crise du Covid-19 met une tr\u00e8s forte pression sur les dirigeants d&rsquo;entreprises de premi\u00e8re ligne de l&rsquo;\u00e9conomie r\u00e9elle. Ces chefs d&rsquo;entreprise qui g\u00e8rent des activit\u00e9s d&rsquo;alimentation, de soins, de logement, d&rsquo;\u00e9ducation, de culture et de transport, dans un monde soumis \u00e0 de profondes turbulences sanitaires, sociales et climatiques. Nous d\u00e9clinons ici trois principes qui doivent guider l&rsquo;inspiration et l&rsquo;action.<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Covid-19 apporte 3 piq\u00fbres de rappel essentielles<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">La dramatique crise sanitaire du\nCovid-19 aura au moins le m\u00e9rite de nous aider \u00e0 tirer collectivement 3\nenseignements, comme autant de piq\u00fbres de rappel&nbsp;:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. <strong>\u00c9couter la science<\/strong> pour anticiper<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">En 20 ans, se sont succ\u00e9d\u00e9 les crises Nipah, SRAS, H1N1, Ebola par exemple. Le profil de ces pand\u00e9mies est largement balis\u00e9 et les r\u00e9ponses \u00e0 mettre en place par les autorit\u00e9s et entreprises sont connues&nbsp;: la vie urbaine et rurale doit s\u2019adapter \u00e0 ces r\u00e9alit\u00e9s, en France m\u00e9tropolitaine comme dans les DOM-TOM. La gestion de l\u2019incertitude propre \u00e0 un virus est marginale par rapport \u00e0 la planification proactive \u00e0 mettre en place. La science du climat de la biodiversit\u00e9 proposent des savoirs pertinents pour la gestion de crise. Elle repose \u00e9galement sur le m\u00eame postulat : diriger, c\u2019est pr\u00e9voir. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Esp\u00e9rons donc que la crise aidera les dirigeants politiques et \u00e9conomiques \u00e0 r\u00e9agir enfin \u00e0 l\u2019urgence des sujets sanitaires et environnementaux \u2013 et plus seulement en percevoir l\u2019importance. Il s\u2019agit plus que jamais de les placer au c\u0153ur des strat\u00e9gies de transformation et r\u00e9silience de nos territoires, entreprises et services publics.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. <strong>Rester vigilant sur la protection et le respect de nos droits individuels, dans notre int\u00e9r\u00eat collectif<\/strong> &#8211; Management inclusif<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Nos soci\u00e9t\u00e9s sont de plus en plus \u00e9duqu\u00e9es, individualistes et d\u00e9fiantes de l\u2019autorit\u00e9. Les maires, chefs d\u2019entreprises ou responsables de services publics de proximit\u00e9 l\u2019ont compris : l\u2019exemplarit\u00e9, la concertation et la capacit\u00e9 \u00e0 tracer des sch\u00e9mas inclusifs conditionnent la mobilisation d\u2019un territoire, d\u2019une \u00e9quipe ou communaut\u00e9 vers un dessein commun. <\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les crises sanitaires ou climatiques d\u2019aujourd\u2019hui exigent l\u2019action collective pour s\u2019assurer de r\u00e9sultats tangibles. Ce sont ces m\u00eames dirigeants de terrain qui incarnent cette autorit\u00e9 moderne, en premi\u00e8re ligne, au service d\u2019un int\u00e9r\u00eat collectif, dans le respect des libert\u00e9s individuelles.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. <strong>G\u00e9rer les injonctions contradictoires de court et long terme de mani\u00e8re cr\u00e9dible et lisible<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Il n\u2019y a pas de gestion lisible qui se refuse depuis des ann\u00e9es d\u2019exclure les investissements pour la transition climatique des d\u00e9ficits publics europ\u00e9ens, avant de voir la BCE faire subitement le contraire pour enrayer les impacts \u00e9conomiques de la crise du Covid-19. Quelle est la cr\u00e9dibilit\u00e9 d\u2019une entreprise qui s\u2019engage dans l\u2019\u00e9limination des plastiques \u00e0 usage unique avant d\u2019appliquer des mesures barri\u00e8re au Covid-19 en c\u00e9dant au tout jetable&nbsp;? Apr\u00e8s tout, le virus peut survivre pendant des jours sur une surface plastique, fut elle jetable, l\u00e0 o\u00f9 un tissu r\u00e9utilisable peut assurer un meilleur respect de r\u00e9flexes sanitaires\u2026&nbsp;<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Tout le monde peut se tromper. Savoir s\u2019adapter, c\u2019est faire preuve de r\u00e9silience. Ne pas c\u00e9der aux sir\u00e8nes \u00e9motionnelles \u00e0 la h\u00e2te pour apporter des r\u00e9ponses techniques pertinentes et adapt\u00e9es \u00e0 des situations en \u00e9volution constante sont justement le gage d\u2019une d\u00e9marche p\u00e9renne. Cr\u00e9dibilit\u00e9 et lisibilit\u00e9 dans une trajectoire d\u2019adaptation sont les conditions sine qua non de la confiance.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Un contexte social<\/strong> explosif<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Ces enseignements prennent tout leur sens dans un contexte social explosif. Faim, sant\u00e9, logement, travail, \u00e9ducation\u2026 Le diagnostic de nos coll\u00e8gues, partenaires et programmes est sans appel&nbsp;: \u00e7a boue, hurle et explose aux 4 coins de la France et du monde. Le Covid-19 vient exacerber les in\u00e9galit\u00e9s sociales, frustrations politiques et violations flagrantes de droits humains dans nos villes et nos territoires, comme aux \u00c9tats-Unis, en Inde ou au Br\u00e9sil.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Les dirigeants de l\u2019\u00e9conomie r\u00e9elle et leurs investisseurs \u2013 usines, supermarch\u00e9s, services de proximit\u00e9, sant\u00e9, loisirs\u2026 subissent une pression \u00e9norme pour accompagner \u00ab&nbsp;le monde d\u2019apr\u00e8s&nbsp;\u00bb. Ils n\u2019ont d\u2019autre choix que de r\u00e9ussir. Bien souvent, ils ont un int\u00e9r\u00eat \u00e9motionnel associ\u00e9 au projet de proximit\u00e9 qu\u2019ils g\u00e8rent. Bien plus qu\u2019un simple outil de travail, le dirigeant voit souvent l\u2019entreprise comme un espace social qui fait vivre et travailler des familles, fournisseurs et territoires qu\u2019il c\u00f4toie au quotidien. Le partenaire financier lui aussi conna\u00eet et suit les projets souvent depuis longtemps et sait que la p\u00e9riode exige tout \u00e0 la fois une solide gestion du stress et de l\u2019adaptation. La distanciation sociale impos\u00e9e par le Covid-19 n\u2019alt\u00e8re en rien la proximit\u00e9 de tous les jours entre ces d\u00e9cideurs et les gens qui font leur quotidien.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Principes pour renouveler le leadership dans une \u00e9conomie r\u00e9elle qui doute profond\u00e9ment d&rsquo;elle-m\u00eame<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">La d\u00e9cennie qui s\u2019ouvre s\u2019annonce\njonch\u00e9e de turbulences sanitaires, environnementales, sociales, digitales,\npolitiques, g\u00e9opolitiques\u2026 La pression au r\u00e9sultat d\u00e9sormais exacerb\u00e9e \u2013 et non\npas cr\u00e9\u00e9e \u2013 par le Covid-19 impose \u00e0 chaque dirigeant de l\u2019\u00e9conomie r\u00e9elle\nd\u2019explorer avec attention les 3 principes qui suivent&nbsp;:<\/p>\n\n\n\n<ol class=\"wp-block-list\"><li><strong>Donner du sens autour d\u2019un projet r\u00e9silient.<\/strong> Chaque territoire, entreprise ou service doit donner du sens et adapter des activit\u00e9s capables de nourrir, soigner, loger, \u00e9duquer, cultiver, transporter\u2026 pour rester p\u00e9rennes, dans un monde travers\u00e9 par de profondes turbulences sanitaires, sociales et climatiques.<\/li><li><strong>Valoriser les syst\u00e8mes manag\u00e9riaux inclusifs.<\/strong> La crise du Covid-19 a cet avantage qu\u2019elle restitue la valeur des m\u00e9tiers de nombre de travailleurs pr\u00e9caires devenus h\u00e9ros du quotidien. Un projet manag\u00e9rial v\u00e9ritablement inclusif, \u00e0 m\u00eame de reconna\u00eetre les diff\u00e9rences et d\u2019en faire les facteurs d\u2019une r\u00e9ussite collective est indispensable pour embarquer des communaut\u00e9s. Tout projet territorial ou \u00e9conomique exige, plus que jamais, de combiner la richesse et les sp\u00e9cificit\u00e9s individuelles dans un dessein collectif.<\/li><li><strong>Cr\u00e9er de la croissance inclusive.<\/strong> Il est tout aussi indispensable d\u2019\u00e9valuer sobrement la capacit\u00e9 de ces nouveaux mod\u00e8les \u00e0 r\u00e9partir la richesse de mani\u00e8re plus \u00e9quilibr\u00e9e sur les territoires, entre les salari\u00e9s et \u00e0 travers la cha\u00eene de sous-traitance. Le tout dans le cadre d\u2019un contrat social collectif r\u00e9nov\u00e9.<\/li><\/ol>\n\n\n\n<h2 class=\"wp-block-heading\">Conclusion : Une crise \u00e0 transformer en opportunit\u00e9 de changement<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\"> Climat, travail d\u00e9cent, \u00e9galit\u00e9s hommes-femmes\u2026 L\u2019agenda 2030 propose  ici une boussole collective simple et consensuelle qu\u2019il s\u2019agit  d\u2019adapter \u00e0 la r\u00e9alit\u00e9 de chaque territoire et aux sp\u00e9cificit\u00e9s de  chaque n\u0153ud social que sont nos entreprises ou investisseurs. Le  Covid-19 viendrait de Chine&nbsp;? En chinois, le mot crise veut aussi dire  opportunit\u00e9\u2026 <\/p>\n","protected":false},"excerpt":{"rendered":"<p>Face \u00e0 la crise Covid-19, les chefs d&rsquo;entreprise de l&rsquo;\u00e9conomie r\u00e9elle doivent adapter leur gestion aux d\u00e9fis sanitaires, sociaux et environnementaux<\/p>\n","protected":false},"author":2,"featured_media":1824,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[131],"tags":[2799,135,136,137,2700,138,140,141,406,142,143,145,146,2777,148,2798,149,408,2800,403,150],"class_list":["post-1823","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-resilience","tag-biodiversite","tag-climat","tag-competitivite","tag-conseil-dadministration","tag-covid-19","tag-cybersecurite","tag-droits-de-lhomme","tag-egalite-homme-femme","tag-esg","tag-externalites","tag-france","tag-inegalites","tag-leadership","tag-management-inclusif","tag-rse","tag-science-du-climat","tag-technologies","tag-transformation-digitale","tag-transition-climatique","tag-transition-juste","tag-transparence"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Les dirigeants de l\u2019\u00e9conomie r\u00e9elle en premi\u00e8re ligne du monde d\u2019apr\u00e8s<\/title>\n<meta name=\"description\" content=\"Face \u00e0 la crise Covid-19, les chefs d&#039;entreprise de l&#039;\u00e9conomie r\u00e9elle doivent adapter leur gestion aux d\u00e9fis sanitaires, sociaux et environnementaux\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ksapa.org\/fr\/les-dirigeants-de-leconomie-reelle-en-premiere-ligne-du-monde-dapres\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Les dirigeants de l\u2019\u00e9conomie r\u00e9elle en premi\u00e8re ligne du monde d\u2019apr\u00e8s\" \/>\n<meta property=\"og:description\" content=\"Face \u00e0 la crise Covid-19, les chefs d&#039;entreprise de l&#039;\u00e9conomie r\u00e9elle doivent adapter leur gestion aux d\u00e9fis sanitaires, sociaux et environnementaux\" \/>\n<meta property=\"og:url\" content=\"https:\/\/ksapa.org\/fr\/les-dirigeants-de-leconomie-reelle-en-premiere-ligne-du-monde-dapres\/\" \/>\n<meta property=\"og:site_name\" content=\"Ksapa - fr\" \/>\n<meta property=\"article:published_time\" content=\"2020-05-15T12:48:00+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2024-12-25T16:23:41+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/ksapa.org\/fr\/wp-content\/uploads\/sites\/1\/2020\/05\/leadership-and-resilience-rebuilding-on-covid-19-scaled.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"1702\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Farid Baddache\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@Fbaddache\" \/>\n<meta name=\"twitter:site\" content=\"@KsapaOrg\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"Farid Baddache\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/ksapa.org\\\/fr\\\/les-dirigeants-de-leconomie-reelle-en-premiere-ligne-du-monde-dapres\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/ksapa.org\\\/fr\\\/les-dirigeants-de-leconomie-reelle-en-premiere-ligne-du-monde-dapres\\\/\"},\"author\":{\"name\":\"Farid Baddache\",\"@id\":\"https:\\\/\\\/ksapa.org\\\/fr\\\/#\\\/schema\\\/person\\\/6ffa2e58ba12677630e61208fae8593a\"},\"headline\":\"Les dirigeants de l\u2019\u00e9conomie r\u00e9elle en premi\u00e8re ligne du monde d\u2019apr\u00e8s &#8211; 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