Crises: Strategy, tactics, voids Patrick Lagadec interviews Philippe Baumard, who explains why shaping the future, securing leadership commitment and implementing sensible tactical moves are so difficult in our micromanagement, toolbox culture Rebirth: Strategic thinking PL: You seem to bridge the fall of governance, at a macro-level, with the failure of governing at the micro-level? Pb: Because we confounded a loss of articulation with a problem of mismatch of scales. The asymmetry between insurgents and military command, or between climate change and our energy-efficiency policies, are not an issue of adjusting a large-scale response to an asymmetric threat, but rather the problem of outdated and disconnected models that generate singularities they can neither comprehend nor handle. In the military, this situation evolved through cultivating models that had lost their grounding in reality and substituting them with their forceful tactical counterpart. Insurgents learnt that our models were designed for asymmetries, but could not handle their own absurd functioning. So they exploited our failure to strategise. Constant and immediate global scrutiny has reinforced this bad habit of adopting the most rapidly visible response and believing this is evidence that our models are working. This idea spread in global finance and drained MikeKiev Dreamstime.com / the governance of sovereign debts into the atrick Lagadec (PL): Your book, We are fighting an efficient same dichotomy: on one side, an uncontrolled The Strategic Void, clarifies the escalation of commitments to a biased global Pchallenge of the future, saying that and profitable dominant logic model, and on the other, a very efficient, focusing on tactical rapid response will never that simultaneously produces discrete and swift market dominated by financial compensate for the absence of strategy. tactics. We didn’t, collectively, acknowledge Philippe baumard (Pb): The world has short-term wealth and long-term that ‘containment’ was counter-productive. turned tactical because it is faced with a destruction. We have inversed The reason for this is that at ground level, it situation where every known strategy has did not appear counter-productive. Discretionary become inefficient. This is the perfect reverse creative destruction, and turned tactics and perversions defeated the reign of of ‘tipping point’. The paradox is that this is it into destructive creation communism. But when the Cold War chapter a result of an obsessive quest for efficiency. closed, the know-how stayed in place. People Management fads have become substitutes extent, brutal. But the ethos of grand theory did shifted to where new demand emerged, into for strategic thinking. Strategy has turned develop, first in governmental matters, then the fields of world economic affairs, banking, into a relentless tactical response. it spread to most areas of world affairs. While development and trade. This created a world that Indeed, strategists created the situation, counter-insurgency became the main modus can attain tremendous profit because any kind starting during the Cold War when nuclear operandi of strategic affairs, the world market for of strategic perspective is deliberately avoided. dissuasion made it difficult to plan for direct management ideologies emerged and strategic There is much more profit to be made in a confrontation. Wars became small. Indirect thinking began to lose ground with reality. This strategic void than there is in bearing the risks action and fine-tuning showed more results than growing gap between ungrounded strategy and and promises of a transformative commitment. grand schemes. While academics were teaching shameless tactics is reinforced by governance PL: Here is a paradox. One could have the beauty of grand motives, governments learnt mechanisms that focus on short-term returns, imagined that a world with such fluidity and the value of being swift, discrete and, to some morbidly adopting the path of least resistance. flexibility would be in a better position to 70 CRISIS | RESPONSE+ VOL 8 ISSUE 1 from the unknown handle complex crises. Why is this not so? can enforce this artifi cial consistency. A From the unknown Pb: Liquidity and availability are double- strategic void feeds on the effi ciency of its Spearheaded by CRJ Editorial Advisory Board edged swords, carrying the promise of greater counterbalancing tactics and it rewards Member Dr Patrick Lagadec, who is Director of mobility of assets or intervention forces, but actions which are certain to generate profi ts Research at the Ecole Polytechnique in Paris, also instilling the feeling that preparation is – while sanctioning transformations that raise France, this series is devoted to exploring fruitless, an unnecessary short-term cost when uncertainty and over-long commitments. the challenging issues characterised by 21st every small, inspired investment is seen as a Modern corporations tend to behave the Century crises. The aim is to go beyond our lack of market rationality. Somatic adaptation same way: the more atypical ventures are usual mindsets, helping to clarify pitfalls, yields better results, at least in the short term. pushed away to units further away from the redesigning the new landscapes that must be This paradox has worked so far because, in core business. Units that dare to question considered and showcasing creative moves the past 50 years, we had enough time to core beliefs are treated as insurgents of the that will help to feed positive dynamics. The accommodate such a vacuum, and to create dominant logic, they are defl ected to the outer goal is not to fi nd ready-made solutions, effi cient defl ection mechanisms to hide the borders of the organisation in a swift, and but to stimulate and feed new ideas, new encumbrance of the world’s distressed assets. sometimes brutal, tactical way. The periphery approaches and new methods of thinking PL: It sounds like the subprime crisis…. has become the place of meaningful thinking, Pb: It is the subprime crisis, but it is also and the core the guardian of the tactical vision. the world without grand design and this is the climate change crisis, the Afghanistan Command is now a matter of mastering why the pack psychology of spontaneous the fi gures, not the facts; the compliance, not rebellions can easily be absorbed at both ends. Philippe Baumard the meaning. We do not reward the craft of Tactical interventions can silence them, and Philippe baumard is Professor of Strategic governing, but the government of statistical if they fail, they can be drawn into the global Management and Associate Researcher of crafting. The main threat with this mindset irregular warfare that Clausewitz anticipated. Ecole Polytechnique’s Chair for Innovation and is collective self-deception. It implies that To achieve a novel pathway, we need to fi ght Regulation, Paris. His research addresses the we stop questioning failures and purposes, these three mechanisms simultaneously. collective use of tacit knowledge by executives and that we replace engagement with Ending the realm of tactics calls for the in times of crisis. He has authored eight books, compliant procedures and timely reporting. vigorous reintroduction of the transformative ranging from Tacit Knowledge in Organizations We collectively lose the need ‘to defi ne’, the value of human action in science, education, (Sage, 1999) to strategic management, long- will to affi rm our own grasp on a situation. economics, fi nance and society as a whole. range forecasting, and expert systems applied PL: Is this different from an to strategy implementation. He also served as Corporate Strategy excessive growth of bureaucracy? Ending management fads Advisor for France Telecom Group prior to joining the Berkeley Pb: There is an essential difference. Tactics do not transform. Strategy does, but High Reliability Organizations team at the Center for Catastrophic Bureaucracies did not serve a higher purpose. it cannot achieve transformation without a Risk Management. A fellow of the Oxford-Sorbonne Chancellors They served the rule, and made sure the rule purpose. We must acknowledge that creative grant, Dr Baumard has been a visiting faculty member at New York was honoured and applied, which does not destruction is not fi t for a world facing a growing University, Lund University (Sweden), University of Technology, involve an inherent change of the world in scarcity of vital resources. The current dominant Sydney, University of California, Berkeley, and Stanford University which they operate. What we are witnessing logic of transformation is one of destruction, is a detachment of purpose from design. displacement, defl ection and reconstruction, and crisis, and the sovereign debt crisis. It PL: You say periods in history when which only serves to satisfy market effi ciency. rigidifi es the gap between the strategic void visions and practices appear in the void are We also need to put an end to the global market and the world of effi cient tactics. Reginald crucial moments of maturing dynamics – for grand motives and glorious ideologies, V Jones theorised: If you feed an individual new visions and possibilities are shaped, including management fads. We know, by now, with relentless incongruities, they become the unknown triggers novel paths. that we can live in a world that produces a large congruous. We expect a world of permanent Pb: But the logic has escaped its creators, amount of visions, but still lacks a core strategy. surprise. Individuals who dare to deviate and it is spreading. Its internal logic, based The fear of collapse has been used as a from this endless repetition of ‘doing more on tactics, can work within an entrepreneurial, deterrent against atypical questioning, but of the same’ are denounced by their peers. an organic and collective co-operative, or a times of strategic voids, which create holes PL: Clearly, we need a powerful new forceful bureaucracy. On one side, ideologies and a wide empty space for creative reversal, mindset and operational repertoire. grow and thrive in their own world; on the other, are also times where new worlds are shaped.