A French manager specializing in crisis management and transformations, Arnaud Marion is also the Founder of the IHEGC (Institute of Higher Studies in Crisis Management) .

He describes himself as “ an entrepreneur who works for entrepreneurs facing difficulties ”. He has also spent the last twenty years managing crises and transformations. To train business leaders, he recently founded the IHEGC It's sort of a war school for leaders. Our mission is to train to transform. Because we are convinced that there can be no change without actors of change. " Author of Everywhere I go, the same errors in 2020 (Eyrolles) , he shares valuable experience for managers and business leaders. Interview…

What triggered this desire to save businesses?

I am convinced, supported in the field elsewhere, that a good business leader is not a good crisis leader. It is a specialist's job like an emergency doctor at the SAMU. When a leader has to manage difficulties, they will absorb 80% of his bandwidth, but it is often more useful to continue to conduct his business.

I like entrepreneurs, I respect them and I admire them, and I find it hard to imagine that a company can disappear as much for its shareholders, its employees as for the territory in which the company is located.

How is a business transformation, human, agile and technological, concretely reflected in the field?

First of all, I am convinced that crises are born in companies when they do not change.

To transform is neither to adapt nor to diversify, but it is really to evolve the core business (the core business). It's having a vision, it's working with your entire organization to think about the company, its markets, its customer relationship. Innovation and digital must be at the heart of a user experience that creates value. Moreover, change must be carried from within.

The rescue process is different every time ... In any case, we must avoid this idea that everything is of cyclical origin: cyclical shocks only accelerate structural deterioration.

You have to know how to escape received ideas, the story that you tell yourself, and above all you have to know how to listen to weak signals and put them end to end to understand (and admit) the reality of the situation.

The food industry is also subject to financial constraints often linked to the common agricultural policy and the decisions of Brussels, and in addition to increasingly strong regulations with highly publicized external constraints around animal welfare for example, which ultimately call into question the last thirty or forty years of practice.

How do you see the current economic situation and what advice would you give to SMEs and very small businesses which are experiencing difficulties (and which form more than 70% of the agro-food industrial fabric in France)?

The challenge for all French companies is simple: to transform. And that necessarily requires investment to modernize facilities and processes like our European neighbors. The planetary crisis that we are experiencing will accelerate the choices and allocations of resources based on competitiveness, which will disqualify unprofitable and non-competitive sites.

In addition, business leaders and shareholders must be aware that there is a new outlook on the world, new major contemporary issues. Biodiversity, climate, organic crops, biomass, are taking precedence and the new generations are being strict because they are aware that they will have to feed 3 billion more people in the next 30 years. This challenge is colossal.

The French agri-food industries have many strings to their bow, and it is essential that the Regions can support the investment, the modernization and the transformation of our industries to make them cutting-edge industries, and the best in terms of food security. and quality.