Author: Joachim Dehais, PMP, VP Members & Volunteers

Book review of Et si l'effondrement avait déjà eu lieu? (‘What if society’s collapse has already occurred?’) by Roland Gori

This book was very difficult for me to read, and I admit that my analysis is very limited and likely tainted by my own ideas. Nonetheless, it is of great use to readers who view with pain the condition of society and the labor codes in which we operate.

In this French language book, Roland Gori considers three elements:

The evolution and decadence of Enlightenment philosophy

Where the Greek philosophers saw existence as a cycle of life and death, or in particular the Stoics “returned man's soul to Zeus” at death, Christianity brought the notion of finitude of life, and infinity after death. To this, the Enlightenment and its evolutionary theories, such as Darwin's in the sciences, brought the idea of evolution and infinite progress in man. This ideology, itself supported by an industrial revolution that took mankind out of the constant challenge of caloric survival, was promising. 

A few decades later, the first symptoms of a collapse were the two World Wars, the sign that infinite progress had come up against man's nature, and demanded the destruction of property and people to enable an ideal.

The effect of this decadence on organizational management and social relations

The big problem brought directly to us by this progressive ideology is the absence of an alternative. This lack of alternatives may have led to the formation of groups believing in collapse (doomers, Extinction Rebellion, etc.), but above all, to a race. A frantic race to create, earn, contribute and become more. This famous economic growth dominates political debates and gives rise to falsehoods. With the economy and the market as our religion, there are few ways out. Most try reducing spending and getting more for less (e.g. Temu, Lean), and above all to enable this growth which claims to support our own consumption. 

In this dehumanized and dehumanizing system, people are naturally transformed into resources, roles and functions, and of course into procedures. In this way, we capitalize on physical and intellectual resources, make others as well as ourselves expendable, and thus inflict on each other a painful pressure to perform.

The principle of historical review and rhetorical argument

This then brings us to consider the psychoanalyst's view, which deals with the results of the emotional and intellectual damage done by our ideologies. The very effect and evolution of our beliefs and codes is rarely made explicit on our actions and our ability to live healthily. Among other things, this effect is often integrated without being known or understood. We observe the result, of course, but since it can be pitiful, it's useful to review the causes: This is the analysis. One of the particularities of this approach is that it reveals the malleability of memory to the patient's current needs. History, though written by its victors, is also felt now, and not replayed in its exactness like a video or measurement perfectly preserved on a hard drive. We suffer from pragmatic myopia, which means that we judge the past solely by its present, and the present by our past, hence the regression analysis.

All this to make two points: before throwing ourselves wholeheartedly into our work, we need to review our prejudices and axioms, and in a more pragmatic way, we need to know how to judge rhetoric that reframes the past to avoid pitfalls.

And Artificial Intelligence in all this? You have to talk about it to be fashionable!

Well, the principle of historical review and its use in psychoanalytic transference applies strangely well to data-driven Artificial Intelligence. The principle of historical inquiry and its own ‘a posteriori’ vision, regression, allows us to extract the “source data” used in evolution. These source data can be “traumas” or simply events which, although lost from consciousness, remain influential in memory. This transforms a system from a “black box” to a “gray box” to a “white box”, enabling us to understand its future functioning, and potentially enabling the system to “reframe” its sources and thus change its behavior.

This book is a goldmine of interesting discussions, despite the difficulty of reading it. For those interested, I recommend this conference talk given by Roland Gori, in French, posted by the Université populaire du pays d’Aix.

Author: Patryk Nosalik, PMP

Driving Innovation in Project Management: Insights for Project Management Professionals

In today’s rapidly evolving business landscape, project managers face challenges that demand agility, creativity, and a robust framework for fostering innovation. During a recent discussion with Frédéric Sauzet, founder of Innovecteur and expert in innovation management, I explored how innovation processes—guided by frameworks like ISO 56000—can transform project management and elevate the role of PMP-certified professionals.

The Link Between Innovation and Project Management

Project management and innovation management share a common goal: delivering value through structured processes. However, as Sauzet highlights, innovation projects often differ significantly from traditional ones. “When you manage innovation,” he explains, “you’re exploring unknown areas. Unlike classical projects, the starting point might be unclear, resources may be undefined, and unforeseen challenges are almost guaranteed.”

For PMP professionals, this creates an opportunity to expand beyond traditional project methodologies by embracing the dynamic and iterative nature of innovation. Understanding when to pivot from standard processes to more exploratory approaches is crucial. Sauzet underscores that sometimes innovation doesn’t come with a red flag. “A project might appear routine,” he notes, “but unexpected complexities can demand an innovation-oriented mindset.”

Creating an Engine for Innovation

According to Sauzet, effective innovation management goes beyond sporadic bursts of creativity. Creativity is one part of innovation, as innovation is making something happen. It is also not based on one or two ‘geniuses’, nor just an R&D department, it must come from the culture, structure and processes of the whole company. Identifying a need for innovation can come top down or bottom up, when finding the root cause of an issue needing innovation you could end up affecting HR processes.  “The goal is to transform a company into a machine for innovation,” he says. This involves embedding culture, structures, and processes that enable consistent and scalable innovation.

This perspective resonates deeply with PMP principles of continuous improvement and strategic alignment. Sauzet emphasizes the importance of a portfolio approach to innovation projects, balancing long-term, disruptive innovations with shorter-term, incremental ones. “Portfolio management is perhaps the most critical part of innovation processes,” he adds, “as it’s where strategy meets operational decision-making.

To illustrate this, Sauzet shares an example from his work in the hydrogen mobility sector. His team faced significant technological challenges, including designing cartridges capable of safely storing hydrogen, a notoriously difficult gas to contain. To address these hurdles, they collaborated with three different suppliers simultaneously, testing various approaches to identify a viable solution. “Instead of following a single path, we explored multiple options in parallel,” he explains. “This strategy enabled us to combine learnings and find the best possible outcome.”

Similarly, market exploration posed unique challenges. Sauzet’s team brainstormed potential applications for hydrogen-powered vehicles, eventually identifying harbours as a promising niche. “Creativity is critical,” he notes, “but implementation and validation are equally important.”

ISO 56000: A Roadmap for Innovation

For professionals unfamiliar with ISO 56000, it serves as a guideline for systematic innovation management. “Everything we discussed today is included in the standard,” Sauzet explains. The framework doesn’t dictate what to innovate but provides a checklist of enablers to foster an innovation-friendly environment.

While implementing an entire ISO 56000 framework may seem daunting for individual projects, Sauzet suggests using it as a diagnostic tool. “Even in a focused project,” he notes, “a quick diagnosis using ISO principles can ensure that critical factors—such as leadership support and resource alignment—are in place.”

Practical Tips for Project Management Professionals

1. Adopt an Agile Mindset: Innovation projects often require iterative testing and adaptation. PMP professionals should be comfortable with agile principles and exploratory methods.
2. Use Portfolio Thinking: Evaluate projects not in isolation but as part of a broader portfolio. Prioritize resources based on strategic alignment, potential ROI, and time-to-market considerations.
3. Prepare for the Unknown: Unlike traditional projects, innovation initiatives often uncover unexpected challenges—whether technological, market-related, or regulatory. Project Management professionals should be ready to pivot and explore alternative solutions.
4. Leverage AI and Technology: Sauzet highlights the transformative role of AI in innovation processes. From idea generation to impact assessment, tools like AI can enhance creativity and provide critical insights. For example, in a recent initiative, AI was used to assess potential market impacts and refine concepts before implementation.
5. Integrate Responsibility: Innovation should align with broader goals of sustainability and ethics. Sauzet’s concept of “responsible management of innovation” emphasizes awareness of both short and long-term impacts. “Innovation has consequences,” he explains. “As managers, we must anticipate these and be prepared to address them.”

The Intersection of Innovation and Classic Project Management

A compelling example of innovation’s unpredictability emerged from Sauzet’s collaboration with an automotive manufacturer developing emergency communication systems for vehicles. Initially envisioned as a straightforward add-on, the project uncovered unforeseen challenges, such as legal liabilities, telecommunications barriers, and cross-border roaming issues. “What started as a simple project became a complex exploration of new solutions,” he recalls. This underscores the need for project managers to remain flexible and adaptive when innovation-related uncertainties arise.

Conclusion: The Case for Continuous Learning

For PMP-certified professionals, incorporating innovation management into their skillset is not just a value-add but a necessity. Sauzet’s insights demonstrate that by adopting structured innovation frameworks and fostering a culture of adaptability, project managers can navigate uncertainties and deliver impactful results.

As innovation becomes increasingly central to organizational success, the ISO 56000 standard and the principles discussed by Sauzet provide invaluable tools. Whether managing incremental improvements or leading disruptive initiatives, Project Management professionals have the opportunity to drive meaningful change—one project at a time.

Frédéric  Sauzet will be doing two talks for PMI Switzerland, one on 25th March 2025 in Basel, and one on 10th April in Geneva. The talk in Basel will be centered around the contrasting approaches to innovation management in start-ups versus large corporations. The event in Geneva will be dedicated to the topic "Strategic Innovation: Financial and Non-Financial Pathways." Both events are complementary, as they address different aspects of innovation management. So if you have questions for him, or want some more depth on the topic,  please see our https://pmi-switzerland.ch/index.php/events for more details. 

Patryk Nosalik

Frédéric Sauzet is an innovation management consultant with over 20 years of experience across commercial, industrial, and technological sectors, has he has served as the leader of the InnoGEX incubator and CEO of the startup PlanetWatch. He authored the book "From Innovative Projects to Responsible Innovation Management - Create a Product the World Truly Needs", and has another one coming on the ISO56000 standard. 

Patryk Nosalik is a senior project manager in the areas of software development, enterprise application integration, and IT governance in complex multinational operating environments, and holds MBA, PMP, HERMES, AgilePM certifications amongst others, volunteering for PMI Switzerland as the Romandie region Events  Director.

Author: Paul Selwold, PMP

In his article, “2023 Year in Review”, PMI CEO, Pierre Le Manh, talked about, among other things, the successful launch of a program called “Single Membership” in the India Chapter.
Following the success of this launch, PMI intends to review the program and adopt lessons learned in preparation for implementing Single Membership across all chapters, including ours.

Single Membership, by itself, will require an update to the Chapter Bylaws, but rest assured, PMI has given our chapter the template to use which is compatible with the Single Membership program.

The promise of Single Membership, together with some events that our chapter has experienced in recent years, provides enough justification for changing our Bylaws now.
As such, the Board of Directors, together with the Chapter Advisory Board, is evaluating whether to invite the Chapter Membership to vote on changes to the Chapter Bylaws at the upcoming AMM.

Author: Alpha Ziman, PMP, PMI-PBA

Celebrating IPM Day 2024: Highlights from the Ultimate Project Management Challenge!

In celebration of International Project Management Day 2024, PMI Switzerland Chapter in collaboration with Sponsor STS, a Project Management Company hosted its first-ever Project Management Regional Competition on October 30, 2024.