With :
Jean-Philippe Denis (Université Paris-Saclay)*
Boris Bernabé (Université Paris-Saclay)
Olivier Passet (Xerfi Group)
Sandra Charreire-Petit (Université Paris-Saclay)
Marie-Christine Chalus-Sauvannet (IAE Lyon school of management)*
Pascal Corbel (Université Paris-Saclay)
*Business Science Institute faculty members
In Versailles, on the occasion of the Business Science Institute's international week, the discussion focused on the interactions between law, economics and management to renew the way of apprehending strategic "problems" with high societal and managerial impact. Jean-Philippe Denis, Boris Bernabé, Olivier Passet, Sandra Charreire-Petit, Marie-Christine Chalus-Sauvannetand Pascal Corbel shared their points of view on the very principle of "Rencontres Stratégiques" between practitioners and researchers, and on the themes that could be addressed.
Five themes for renewing interaction between the academic and professional worlds
Jean-Philippe Denis, Professor at the University of Paris-Saclay, opened the round table by contextualizing the forthcoming discussions within the broader framework of the Rencontres Stratégiques project conceived in partnership between IQSOG (Xerfi Canal), the Business Science Institute and Choiseul Advisory.
The book published by Xavier Desmaison, co-founder and Vice-Chairman of Choiseul Advisory, in collaboration with Alexandre Medvedowsky, entitled Stratégie d'entreprise dans un monde fragmenté( Corporate strategy in a fragmented world), published by Hermann, identifies major challenges linked to the fragmentation of the world. This contribution has made it possible to establish thematic axes around which it is deemed possible and necessary for discussions to be enriched between researchers and professionals, according to the logic that is in the DNA of the Business Science Institute's DBA.
Five major themes have been identified as priorities for such reflective meetings.
1. Networks and Communication
This theme focuses on the role played by social networks, of course, but also network infrastructure, with particular attention to geopolitical issues and communication dynamics in the "new world". The latter is characterized by scandals, polemics and reputational risks amplified by social networks. Multiple realities and the loss of common sense are key aspects to be investigated.
2. Deglobalization, Hyperglobalization and Sovereignty
The concepts of deglobalization, hyperglobalization and sovereignty are at the heart of current strategic debates. At a time of increasing relocation and territorial fragmentation, it is essential to understand how these dynamics influence corporate strategies and international relations.
3. Aging and health
Population aging, migration and nomadism are phenomena that pose major strategic challenges. The management of the elderly, particularly as regards nursing homes, is a concrete example of the issues that need to be explored to anticipate demographic change.
4. Culture, hard power
Francophony and the French language, and their role in soft power, are important subjects for investigation. The example of the Louvre moving to Abu Dhabi is a good illustration of cultural influence on a global scale. Debates surrounding the World Cup in Qatar are another example of how cultural and political issues are intrinsically linked.
5. Cyber, Risk, Security and Defense
Last, but by no means least, is cybersecurity. With the rise in cyber attacks, the issue of digital security has become a major strategic challenge.
These five themes were intended to provide the material for 5 strategic meetings at the Trianon Palace in Versailles. Five books, combining the views of researchers and professionals, are scheduled for publication at the end of these meetings*.
The importance of legal history in understanding today's world (Boris Bernabé)
Boris Bernabé, Associate Professor of Legal History at the Université Paris-Saclay, began his talk with an unsettling question: what's a legal historian doing in such a forum? He asked himself this question, but soon found the answer by reaffirming that everything discussed in the fields of management and strategy inevitably echoes in the legal sphere.
For Boris Bernabé, every subject discussed, whether related to management, corporate fragmentation or new social dynamics, contains an undeniable legal dimension. Legal history," he stresses, "is not just a study of past rules and institutions. It is an approach that enables us to understand and anticipate future transformations. He makes the link between the past and the future, insisting on the importance of stepping back - not only in time but also in space - to see the world in a more global and relevant way.
One of the major themes of his talk is that of neo-feudalism, which he identifies as a contemporary phenomenon. This term, according to Boris Bernabé, is not limited to a simple return to medieval structures, but refers to a profound reorganization of power relations and loyalties in our modern societies. He cites the fragmentation of territories as an example - whether geographical, with decentralization, or virtual, with the emergence of metaverses. These fragmented worlds, where new forms of power are exercised, call for the formation of relationships of dependence and loyalty, reminiscent of those of historical feudalism.
Boris Bernabé also introduces a complex reflection on the notion of trust in democratic societies. He points out that trust, often invoked as a central value, is not possible without a certain degree of mistrust. Indeed, in a system where powers are separated, mistrust becomes a necessary condition for maintaining balance and dialogue between the different forces involved. This structuring distrust creates a dynamic in which everyone - leaders and citizens alike - must constantly prove their legitimacy and good faith.
Another, more provocative part of his discourse is his criticism of the term "environment". Taking his cue from Michel Serres,Boris Bernabé describes the word as "detestable", because it is too human-centric, to the point of becoming a narcissistic issue: the environment is, in his view, no more than what surrounds our "little navel". This reduction of nature to a framework for human activities leads him to reject the term, which he considers insufficient to express the true complexity of the relationship between humanity and the natural world.
Ultimately, Boris Bernabé's talk is an invitation to rethink the very foundations of our societies, through the prism of law and history. He urges his audience to see law not as a fixed set of rules, but as a dynamic and essential tool for understanding the strategic, social and environmental developments of our time.
For truly critical economics and management sciences (Olivier Passet)
Olivier Passet, economist, former member of the Attali Commission for Growth and Director of Synthesis for the Xerfi Group, examines the notion of urgency in contemporary strategic thinking. He questions what he calls the "marketing of urgency", which leads us to believe that our era is more disruptive than previous ones. For him, the need for strategic thinking has never been more pressing than it is today, but this urgency is often exaggerated by anxiety-provoking discourses, particularly those propagated by consulting firms. He wonders whether this era is truly more disruptive or whether, in reality, it is merely continuing a process of transformation that has been underway for decades, particularly since the landmark events of the 2000s, such as the collapse of the Twin Towers and the explosion of financiarization.
Olivier Passet goes on to criticize economics as a discipline, describing it as instrumental, linear and focused on simple causality and profit maximization, often to the detriment of reflection on deeper purposes. He criticizes his discipline for not questioning the true desire or utility of things, but rather for functioning as a tool in the service of external injunctions. The economist, in his view, becomes a mercenary who applies predetermined solutions without questioning the foundations of those solutions. This criticism also extends to management, which he sees as locked into a logic of reproducing existing systems, with no real capacity to think about the radical transformation of organizations.
Disciplinary confinement is another major theme of his talk. Olivier Passet stresses the danger of getting so locked into one's discipline that one becomes an "idiot" and thinks in dangerous ways. For him, economics should be just one toolbox among many, and not a single grid for understanding the world. He calls for disciplinary openness and a transdisciplinary approach to tackling the major issues of our time. It stresses the importance of a systemic and inductive approach, based on careful observation of reality rather than on abstract models that are often disconnected from reality.
Turning to the notion of strategy, Olivier Passet evokes the importance of questioning ends before focusing on means. He cites Pierre Veltz's work on the economy of desire as a source of inspiration for addressing these issues. He also criticizes "disruption marketing", which he sees as a distortion of reality to sell services or ideas, often by exaggerating threats or presenting innovations as revolutionary when they aren't necessarily.
Finally, Olivier Passet concludes on a critical note concerning current debates around globalization and de-globalization. He rejects the simplifications that pit these two concepts against each other, stressing that reality is more complex and requires a dialectical approach. For example, while some speak of deglobalization, digital technology continues to open up new fields of global competition, making the situation far more nuanced than simplistic rhetoric would suggest.
Homo Strategico-Juridicus and the importance of face-to-face meetings (Sandra Charreire-Petit)
Sandra Charreire-Petit, Professor at the University of Paris-Saclay and Director of the RITM economics-management research center, began her speech by agreeing with her colleagues on the complexity of the exercise they were undertaking. She was quick to stress the importance of training management students with a solid grounding in economics, insisting that a good manager must have a strong cultural foundation in economics. In her view, this training should include a legal dimension, leading her to propose the concept of "homo strategico-juridicus", following on from thehomo strategicus conceptualized by Alain Charles Martinet in his latest book.
Sandra Charreire-Petit then emphasized the importance of face-to-face encounters in learning and exchange processes. She shared her observations on the need to reintroduce face-to-face interaction, especially after years of remote and hybridized modes of communication. For her, physical encounters are essential to nurture exchanges and reinforce learning processes.
Another central point of her speech was the question of the weight of the norm. Sandra Charreire-Petit referred to the work of Yvon Pesqueux on soft law, which she described as a "Trojan horse". She stressed the importance of reflecting on standards and their use, particularly in the context of the relationship between law and management following Romain Laufer's works. Such reflections are critical to understanding how standards influence management practices and organizational dynamics.
Finally, Sandra Charreire-Petit addressed the question of social demand. She emphasized that management sciences have a key role to play in redefining this social demand, taking into account demographic changes, the aging of the population, and economic transformations. She stressed the importance of making an impact, not only as researchers, but also as practitioners, by building bridges between research and practice.
Acting and deciding strategically? Modesty, voluntarism and strategic intelligence (Marie-Christine Chalus-Sauvannet)
Marie-Christine Chalus-Sauvannet, Professor at Lyon 3 University, Director of the IAE Lyon School of management and President of the IAE France network, begins her speech by stressing the need to adopt a balanced stance between modesty and determination. We must not underestimate the ideas and projects that researchers and practitioners have in store, while encouraging them to be proactive in their actions to transform the world. She asserted that, in the current context, there is an urgent need to train students to be proactive.
Marie-Christine Chalus-Sauvannet then discussed some of the themes proposed for the Rencontres Stratégiques between practitioners and researchers: "Urgence d'oser, penser, écrire, agir et décider stratégiquement", are the verbs in the right order? She shared the anecdote of a HR director who taught her employees to breathe, think, then act, underlining the importance of structuring one's actions in a thoughtful way.
She then went into more detail on the term "decide", explaining that every decision has an impact on the future. To make informed decisions, it is necessary to have anticipatory information at one's disposal, and to feed one's thinking with the expertise of various stakeholders. Marie-Christine Chalus-Sauvannet stressed the importance of strategic intelligence, a collective process that relies on synergy between the various players in the network.
In conclusion, she emphasized the key role of the Business Science Institute, which provides a framework for strategic thinking and anticipation of major contemporary challenges. She expressed the hope that events such as this would help to cross-fertilize potential and reinforce the impact of actions taken within society.
World acceleration and the importance of interdisciplinarity (Pascal Corbel)
Pascal Corbel, Professor and Director of the Graduate School of Economics and Management at the Université Paris-Saclay, began his speech by underlining a reality that may seem banal after the previous speeches: the world is speeding up. However, he immediately qualified this observation by explaining that, although this acceleration is perceptible, it can sometimes give the impression of a step backwards, especially when we observe phenomena such as classic wars that are becoming almost trench warfare, or pandemics managed by containment. But despite these appearances, Pascal Corbel reminded us that the curves of world population, carbon dioxide emissions and other indicators show an undeniable acceleration in the challenges we face.
He then highlighted a key point: although these topics have been around since the 2000s, or even the 1970s, they are now becoming increasingly urgent. However, this urgency is not always properly taken into account in the knowledge production cycle. Pascal Corbel criticized the fact that knowledge cycles are relatively slow, which poses a problem in a rapidly changing world. He explained that research is often integrated into teaching too late, with students then becoming managers or consultants who apply knowledge that is already outdated. He warned that if we don't change course, we could find ourselves with a major problem in 30 years' time.
To illustrate this dynamic of acceleration in the business world, Pascal Corbel shared a striking anecdote: during a trip with students to Silicon Valley, they attended the conference of a 19-year-old millionaire who had just sold her start-up. This example shows that today's executives are reaching positions of power much more quickly, which testifies to the acceleration of careers and economic dynamics.
Pascal Corbel also concurred with the above conclusions, stressing that it is no longer possible to build theoretical models slowly and disconnected from practice. Times have changed, and it is now essential to think in close collaboration with practitioners. He stressed that we can no longer afford to think outside the box. We need to adopt a reflexive posture, capable of adapting to situations that are unfolding in a hurry.
A final key point in his speech concerned interdisciplinarity. Pascal Corbel emphasized that the topics addressed today are fundamentally interdisciplinary, going far beyond the legal sphere alone. Taking a cue from the law, he noted that, in the context of the development of artificial intelligence, it's not so much the algorithms that count, but the databases and the elements that feed them. This leads to the creation of new monopolies, a term already raised during the discussions, and he warned against managing these issues solely from a strategic point of view, as this would risk giving managers the tools to create monopolies, which may not be the true social utility of researchers.
Conclusion
In short, strategic meetings and interdisciplinarity are critical if we are to evolve in a changing world. The training of future managers must integrate these dimensions to enable them to meet tomorrow's challenges.
*In addition to IQSOG, the Business Science Institute and Choiseul Advisory, who organized the event in partnership with the Ecole de Paris du management, the event was supported by the Fondation Mines Paris PSL, the IAE de Metz, the ISM-IAE of the Université de Versailles, the IAE France network, and the Graduate School Economie-Management of the Université Paris-Saclay.
The five books resulting from the 5 meetings will be published during the academic year 2024-2025.
To view the video of the round table :
To view all the speeches given to launch the Rencontres Stratégiques at the Business Science Institute's international seminar, click here:
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