Progress and the market have dictated the course of human societies since the era of industrial revolutions. Throughout the nineteenth and twentieth century, the main problem was development. The industrialized countries were the model to follow. At the beginning of the twenty-first century, limits of this dynamic began to appear. The vulnerability of a state is no longer merely measured by its difficulties in developing itself, as was the case during debates on North / South relations. Political and economic leaders must be able to respond to new needs generated by geo-economic constraints, market developments, financial crises and demands of socio-professional categories.
The survival of a population in a given territory is becoming a vital interest. Such an approach goes beyond the restrictive view of economic defense and highlights the imperfections in the definition of strategic interests validated by the European Commission. It also leaves the limits of the sovereignist current of thought which focuses on the notion of independence.
Resilience has hitherto been about how to evaluate the blow after the shock and how to find ways to recover. It seems decisive to us to apprehend the move before, during and after the shock, in order to make the right decisions to be weakened as little as possible and to anticipate the foreseeable problems.
- Better understand the developments in the world today;
- Evaluate the different forms of power relations;
- To understand the needs of organizations in terms of resilience.
- Identify the means of action to prevent crises;
- Share with the teams a realistic vision of the issues;
- Articulate the issues of the short and medium term.
Academic and / or professional prerequisites
- Have a consistent path in terms of initial training;
- Have a solid professional experience;
- Have skills in management positions.
Leaders, decision-makers, executives, etc.
Organizational Strategies and Resilience
- Governance and resilience.
- State learning of resilience.
- The economic learning of resilience.
- Societal learning of resilience.
Responsible: Christian Harbulot, Didier Julienne, Patrick Cancel
Material world and the immaterial world
- The limits of the material world.
- The emergence of the immaterial world.
- A new world to conquer.
- The question of control.
Responsible: Philippe Muller Feuga
The economy of resources
- The risks of shortage.
- Dependency issues.
- The axes of conquest.
- State strategies.
Responsible: Didier Julienne
Problem of economic power
- New political science (global China / United States confrontation, multipolarity, asymmetrical relations, shared power).
- New political economy (growth of power by the economy, differences in market economy models).
- Blockages of multilateralism (WTO, Trans-Pacific and transatlantic treaty abandonment, return to bilateral relations.
- The changing modes of governance ("Economic Statecraft").
Manager: Jérôme Laprée
Market / territories
- The lessons learned from the work of Fernand Braudel.
- The risks linked to the decoupling of development issues.
- Risks related to impoverishment.
- The risks associated with the disintegration of the territories.
Responsible: Eric Delbecque
- The concept of strategic solidarity (historical framework, comparative analysis of countries practicing strategic solidarity).
- New state priorities.
- Public / private alliances.
- The involvement of civil society
Manager: Christian Harbulot
Market structuring by the states
- Shortcut policy.
- Dependence dynamics.
- Masked protectionism.
- Extraterritoriality of the law.
Head: Jean-Michel Treille
Market structuring by companies
- Technological domination
- Normative marketing.
- Competitive tax exemption.
- Start-up culture.
Manager: Laurent Hassid
The resilience of the food economy
- The problem of agricultural profitability.
- The fight for innovation in agriculture.
- Societal debates.
- The stakes of the food weapon.
Responsible: Pierre Pagesse
Leading in a complex and conflictual world
- Technological strategies.
- Informational strategies.
- Legal strategies.
- Societal strategies.
Person in charge: Guy Philippe Goldstein
The School offers you the possibility, for all its courses, to apply online throughout the year: from January to December.
The selection of candidates is done on file (CV application questionnaire) followed by a motivation interview.
Conditions of admission:
Professionals must have a Master 1 validated to present themselves on the program of Corporate Strategy Training , Governance of Organizations and Resilience and 3 years of experience in executive status (study case by case if the candidate presents an atypical file) .