You probably know this. This lecture number nine is somehow a set of tips. How to become a corporate philosopher. I've already covered five so far. Number one, about words. Choose select, define your words. Number two, about criteria. How you ask this in the future, what you imagine. Number three, beware the question, beware the question. Sometimes the problem is the problem. Number four, try to use creative techniques. Number five, the one we just did, is about visual. Think visual. Work with artists. Another two, another two. And number six is about don't stop thinking. Never stop thinking. Number seven will be on humor, use humor, but number six first. Never stop thinking. I see people stopping thinking because they fail so much. It's a pity. Some people stop thinking, because they are so successful. It's also a problem. Sometimes even worse. Never stop thinking. And to end the topic, I would show you this statue. It's from min, Michelangelo and it's characterized by something, it's unfinished. Unfinished, it's unfinished not by accident, not because Michelangelo wasn't played by the client, no. His decision he took, I will not finish my statue. Because he call this non-finito, you can check on the Wikipedia. Non-finito is a way for him to work. And I'm, it's another metaphor, but I'm convinced we can learn a lot from Michelangelo, from the non-finito. We have to live in a world uncertain. I covered the topic two times already, but uncertain. So it's nearly impossible to finish something. We have to leave everything open, you never know what can happen, we should embrace this non-finito attitude, attitude, and a way to, to show how it's possible. It's to make the distiction, distinction, sorry, between project and structure. A company, the first day, is a project. And after one, two, three years for good reasons it becomes slowly a structure. [INAUDIBLE] itself. Not a problem with this, but sometimes when the structure is very large or too old, the project is lost. People even don't know anymore. What was the project. A structure, can be more efficient, and is definitely useful, but sometime we have to go back to the project. And I often recommend to companies, sometimes to rewrite, which is the project. It's the same for Europe. Europe was in 48, 50 a project to avoid war. Then we had some other projects. The single, the euro, the, the currency. And today I have the feeling the project is lost. We see Europe as a structure. And I live in Brussels. I can tell you it's a big structure. I don't have a problem with the structure, but in this case I have a problem, because we don't know which is the European project anymore. And this is true for Europe, this is true for companies. So, if you have a project, it goes better. The only problem is, with a project, to combine with uncertainty. How can you have a project, when you don't know exactly what's going to happen. And then there is another tip. And it's like, let me use another metaphor, another one. Look at this. In the past, when two roads was crossing, it's a bit like on the picture. Fine. But, a risk, accidents, of course. So, the first idea was this. Traffic lights. And, traffic lights were installed everywhere to avoid accident, good reason. But sometimes and I'm sure you had this experience you have a traffic light it is red and nobody here so its a bit stupid, its a bit stupid. Then third generat, generation of cross you have round abouts. And the difference between traffic light and round about is really important. If you want to install traffic light, you have to make hypothesis about the future. For example, 75% of traffic this way, 25 this way. So you organize the red and the, and the green according to the traffic. With a roundabout, you don't have to make hypothesis about the future. So you depend less on uncertainty. And so this metaphor is a beautiful one. I think in, in companies you live in, you should slowly remove traffic lights. And install as much as possible, roundabouts
