[BLANK_AUDIO] Imagine a perfect company, a company where everybody works perfectly. Question, what's the role of the CEO? Maybe you think nothing, he can play golf. Not, not true. It would be true in a world with no change. Okay, but in a world like it's today, changing every, everyday more than ever. The seal has two questions on this agenda. When is the next big thing? And what is the next big thing? The shift in perception, you have seen many times since the beginning of this course. This step here, is on his agenda. You have to freeze this strategy, to make change happen and to make money. But one day you have to shift, that is the role of the CEO. And great managers realize it's on their agenda, two questions, what and when? Of course, the rules are the same. You're a new employee or 40 years old employee. It's a lot of experience, the rules are the same. You always have, the world and simplifications of the world. But now when you reach, slowly the end of the, of the course, we will make an additional zoom. We will focus on two concepts, competition, uncertainty, and of course, if you think about competition you have a lot of questions like, first who is my competitor? Main hotels today don't compete with other hotels, they compete with booking.com, et cetera, et cetera. So even the classic competitive landscape change, so somebody who's responsible, who wants to think about competition and uncertainty, has to follow the rules. So he has to do this, to induce simplifications. But in these two particular case, the simplicash, simplification has a name. About and again in facing competition, you need a strategic vision, facing uncertainty and I will explain how. You need to be build scenarios, both scenarios and, and vision are simplification, we know it now, we have understood. But those are the boxes you need to be good at running the, the company, and to use the right brain a little bit. To me, a manager has a desk, and in front of him he has a picture, an image, hopefully that, this is the vision, this is the vision. This is what he wants to achieve as a goal and of course, it's simplification, it's nothing detail. Doesn't include any word, any numbers, I am sorry, only words just and so, again, the same attitude as a philosopher. Philosophy in business, it's strange, it's like between the spreadsheet and the bullshit if I can use this joke. it's a little piece of land, where you don't have numbers and you don't want to lose your time. You don't want rigor, and to achieve rigor. Of course, you're going to use definition, and here's my definition. A strategic vision is an image, ambitious, ambitious, it's not more of the same. More of the same is innovation, it's fine, but it's not a big new thing. It's an image, it's in the mind, ambitious, of a future state would really make a difference. It's a big shift in people's minds, of course, it has to be shared to become like, just like a paradigm. To become like the new thinking world of the whole company. This is a strategy, you have many, many examples. You can go on internet, you any company, you click, you see vision and you have this kind of sentences, but, some are better than others. So, again, as a philosopher, if you want to verify something since you don't have numbers, you have to use criteria. And the criteria are here, a vision has to meet lot, lots of criteria to be a good one. It has to be built on values, and of course it has to be shared. It has to be visible, credible, feasible it has to be communicated appropriately to, to the outside world because the vision is built from inside, but it's perceived from outside. So it's a kind of dialogue that should happen and this is a beautiful exercise with the, some of your colleagues. Just try in one sentence to describe what you want to achieve, don't use the word be, or become. No, try to use a verb. We're going to participate, we're going to coordinate, we're going to help, we're going to explain. Because, if you use those kinds of verbs, immediately all your people will understand, hey, in this new box I have a role, I have a role. I remember Google the first box at Google was lets build the best search engine, fine. After two, three, four years, they have it. And probably the genius of the founders, they realize okay, if we don't change the box, if we don't change the simplification, we are in danger and then, they said to the whole company, starting today our business is to manage the information of the world. This is a fantastic example of a new box, because everybody in the company suddenly had ideas. If you have a passion for genealogy, you can develop like an application around genealogy, it's you within the company, which is the recipe for success. [BLANK_AUDIO]
