We have entered an area of hyper-incertitude.

The factors of uncertainty are multiplying and we have lost the reassuring notion of normality.

The idea is not to sink into a paralysing fear, but rather to become aware of this new state of affairs so that we can find tools to move forward in this context. It is possible, it is a question of mindset.

There were already the basic uncertainties linked to international geopolitical developments, global warming and climate change, air and water pollution, the reduction of biodiversity, the reduction of species…

Added to these are those arising from an increasingly digitalized world. In 2020, Covid, a veritable laboratory of uncertainty, was added, followed in 2022 by Russia’s invasion of Ukraine.

We can add, for the moment, the context of the French presidential election with an unknown outcome. And the worrying situation in a part of China, and particularly in Shanghai, where people are being confined by extremely harsh rules. When it comes to uncertainty, we are reaching new heights here.

Uncertainty has become the new constant, a worldwide movement, both in the world of work and in society in general.

Fear of tomorrow is emerging. Long-term projections are less and less easy.

McKinsey & Company has just published a series of articles on this subject, grouped together in a dossier entitled > “How to manage in uncertainty”.

China has taught me a lot in this respect, because company directors have been used to managing in uncertainty for many years. This is one of the themes I develop in “Dragon Tactics”.

Adaptability, flexibility and agility : three key notions to enable us to deal with.