by chains that undermine entrepreneurial State and regulatory structures

The crisis that we live in is unique and in depth affects the use of the time of the leaders. It is unique in its comprehensiveness: invalid sector and no territory is escaped. It is also by its systemic nature, i.e. by chains that undermine entrepreneurial, State and regulatory structures. It is still by the massive character of the destruction of the market capitalization. It is, finally, by the conjunction of the financial crisis and the economic crisis. In this crisis affecting all types of actors, notions of role, balancing postures and intervention for CEO records flying chips (1). Unlike a crisis circumscribed calling a "technical" management, and ad hoc communication actions, the current crisis disrupts their role substantially.

Because the concept of value of assets is upset by the financial crisis, strategic time contracts brutally. Unique opportunities arise in the moment and should enter them in a decision-making process short involving few individuals. Analyses are to the point, decisions are immediate and require availability of all the moments of leaders and administrators.

This contraction of the time and the appearance of "Windows of shooting" exceptional strategic movements background is particularly true for the leaders of the financial sector. The recent mergers of BNP-Fortis, Bradford & Binbley-Santander are emblematic of this evolution: where certain reconciliations had taken almost three years between the time of the strategic statement and statement of intention, it took a few days.

Because the crisis of confidence is General, individuals and institutions, leaders are refocusing on a more systematic risk analysis and remobilization of their teams. The risk analysis practice in real time in all the dimensions at a time: financing, clients, the "supply chain" and the decisions of reconfiguration. It is to implement the most suitable structure risk, avoiding both blindness and the beating of bar. This is particularly true with respect to the cash flow of enterprises, where the extreme volatility of the course requires cool-headedness. Previously delegated decisions taken or trigger commands and launch of production to recentralisent and are subject to more frequent adjustments.

The risk addressed until then of decentralized way to treat central and almost immediately. From this point of view, the decision in a few hours of the leader of a large steel group to transfer all of the investments of a type of assets to another is iconic. Or this paper company which, in a week, reconfigures its client portfolio to reduce his risk of margin.

Keep the "moral" and the commitment the company becomes another priority of the leader. It is to avoid the risk of discouragement and their impact on productivity and the strength of the company. Employees are worried for their future, but for their heritage, also taking into account the extreme price volatility affecting savings. It is thus for the leader to avoid possible paralysis at all levels in offsetting by lucidity daily pressure. It is, finally, to strengthen transparency in leading by example, like the leader of one of the largest insurance groups who spends every day an hour of his time to meet his colleagues on the forum online business.

In addition to the exacerbation of the qualities of leadership of the leader, the current hyper-crise makes the quality and the complementarity of inseparable management and their proximity with the leader teams success or survival of the company, including multiply and cross points of view in real time to ensure the correctness of the decisions and avoid the risk of overcrowding at the head of the Executive. Similarly, beyond the qualities of the leader and his close team, it is the system of management in the broad sense which the quality will be put to the test: the culture of the company will thus prove a key to ensure responsiveness and strength of the company.

Contrasted to the extreme, the task of the leader becomes a blend of "hyper-stratégie" and "hyper-opérationnalité", and is guided by his entrepreneurial instincts. After marquée par a financialisation consumerism, we are entering an era of entrepreneurs where a management by the cash generated...