And sought to be penalizedGentlemen policies to the rescue

It is certainly too early to declare that we go out of the economic crisis. But we are convinced, to enterprise and progress, that the upcoming release will be precarious if certain errors persist: dysfunctions that have contributed to the crisis or archaic behaviour.

In other words, should take advantage of the crisis to flat much in business.

Let's start with internal organizations. Almost maniacal productivity measurement and the obsession of reporting could be significant over the past decades. But they now reach their limits and generate too many perverse effects. The success of businesses in the future will be built much more on quality and innovation on the raw numbers. These mainly depend on the creativity of individuals and groups, the diversity of attitudes and therefore the welfare of employees at all levels of the company. It should be y work boldly and put an end once and for all with the cult of the head and caste at the top of the pyramid where the France appears in the eyes of those who have worked abroad often "rigid". Let us not forget a moment that the Apple iPhone and its new features come to virtually to its knees a few industrial giants "pure players" recognized mobile telephony. The world changes rapidly, and to promote innovation, the obsession of the control must give way to the acceptance of open networks and the meticulous organization of subsidiarity. Except in the few areas where the secret of manufacturing is vital.

If we do not move, civil society and its frantic pursuit of transparency on the one hand, competition from emerging countries on the other hand, us is now.

At the other extreme, should review the relationship between shareholders and businesses. Starting by admitting that the interest of the company does not always exactly coincide with those of shareholders. Especially when these are very temporary passengers in a boat where the employees and middle management are much longer lasting. But there are shareholders informed (even among "private equity" funds). They know that profitability is a necessary but not sufficient, condition that long-term success comes in no case in the evolution of the financial ratios of the last quarters.

How to move in this sensitive area Moving a few simple proposals. Many others can be devised and tested.

Information on the non-financial performance of companies should no longer be relegated and limited to a carefully delineated compartment of the annual report.

On the contrary, a bridge must be constructed patiently to connect the recoverability of intangible assets in the financial accounts. The preferred marks of the public will not because of the financial performance of their parent. Why not talk about this creation of value

But it also a little coherence in public policies. We are not macroeconomists, but we are strange when the experts tell us that the insurers will Solvency II, interest in prefer the "casino" financial investment in shares. Whereas it is precisely the lasting commitment in the capital of the companies - "to the Warren Buffett", to take the example of an iconic capitalist - that should be preferred, albeit with tax incentives. And sought to be penalized!

Gentlemen policies, to the rescue!