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Showing posts with label Competitive index. Show all posts
Showing posts with label Competitive index. Show all posts

The CIRCEPT: to bring order in his ideas!

CIRCEPT (for circular and concept), it is a tool proposed by Michel Fustier, sociologist, to organize the production of ideas. Its purpose is to structure the result of creative work by building a circular reading grid.


Additional brainstorming, this method allows working on different topics when the creativity of a group is required to solve a problem, find new development paths, etc..

The steps of the method CIRCEPT

Once the group consisting, each participant has a number of words evoked by the subject in question. To stimulate their creativity, they proceed by association, analogy, opposition. Brainstorming as other creative methods are all set for this phase of idea generation.

The working group then shares the results of their brainstorming, putting them together. They can use post-it practices to move within a table.

The next step is to form groups of words sorted by proximity to create general topics. A title is given to each group formed. Comparing these subjects together, participants will define 2 axis within a circle. 2 axes summarizing the different subjects on opposite dimensions. The ends of each axis are conflicting notions eg individual public vs / vs cheap cheap / low-end vs high-end ..

It only remains to position each topic and words associated to this circle as a function of the proximity of terms with each axis.

Once finalized, the interpretation is conducted across the concepts and arranged circularly

PRINCIPLE

From creativity techniques, the CIRCEPT (for circular and concept) is a tool developed by the sociologist Michel Fustier to represent on the same diagram, associations of ideas or judgements made spontaneously facing a concept.
In "The Inventive" (collective work of Modern Enterprise Edition - 1970), Michel Fustier tells how did the idea of ​​"circept" as he analysed fifty associations of ideas and analogies around the term "entrepreneur":

"The pictures were given bulk, opposing or calling each other. But under this apparent disorder, was hiding a structure. In fact, on the one hand each image or each group of images, was close to a picture or other image group, and, secondly, could be found in the list provided images absolutely contrary to each other. under these two characteristics, it was possible storing these images around a circular form, each point of the figure having thus neighborhoods and oppositions. "
This led him to develop a form of graphical representation and circular (rather than literary and linear) to account for the different voltages or "images" contained in a term (here, the word "entrepreneur") knowing that these tensions are not necessarily opposites (white / black), but can match complementaries, shades along each axis.

SCOPE OF CIRCEPT

The circept can be used to present the semantic territory in which fits a word or concept. It allows to account for the variety of perceptions and associations of ideas, structuring them along the corresponding axes.

By extension, it can also be used to give a synthetic representation and dynamics of a project (economic or otherwise) that highlights the different dimensions in which it falls (any project simultaneously several goals, sometimes contradictory often complementary). The circept then forms a "conceptual compass" that guides the discussion and facilitate decision (each new decision can be sifted from circept, to check that it fits well in the original project).

EXAMPLES OF USE

A) Research associations linked to the word "cane":
The word "rod" is defined as follows in a dictionary: "Stem straight certain plants // // Leg pop Shaped member on which the hand is pressed in walking.".
This objective definition (centered on the object) covers only partially associations of ideas that may come to mind when one is subjected to the stimulus "cane". So if you ask a group of people to note the 5 or 6 first ideas that appear they hear the word cane, we get a very varied list of terms "wood", "punishment", "disability", " knob "," duck "," Festival "," Dominique Strauss "," wandering "," old "," stick "," light "," hiking "," umbrella ", ...

By classifying terms as mentioned, we get several sets of families, which may be opposed or complementary. For example, the concept of disability is opposed to that motion, sugar cane and wood, have two plants statements; the duck or the city of Cannes belong to a family of homonyms, etc.

The circept then can account for the variety of perceptions and associations of ideas in structuring the corresponding axes:



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The Global Competitiveness Index 2015–2016 Rankings

Reforms to improve productivity needed to break out of the “new normal”

Despite substantive efforts to re-ignite recovery, global economic growth remains low and unemployment persistently high. The Global Competitiveness Report 2015-2016 calls for productivity-enhancing reforms to break with this pattern.
Seven years after the beginning of the financial crisis in 2008, its consequences are still being felt around the world. The recovery has been less robust, more uncertain and taken longer than many expected, suggesting a “new normal” of subdued economic growth, lower productivity growth and high unemployment. Recent geopolitical shocks – from the crisis in Ukraine to conflicts in the Middle East, terrorism and the migrant crisis – have added to economic difficulties. 
Addressing constraints to growth on the supply side could go a long way to restoring growth. Through a systematic assessment of the drivers of productivity, the Report identifies priority areas for structural reforms.

Competitiveness drives resilience

The Report shows that competitiveness – understood as higher productivity – is a key driver of growth and resilience. The historic proportions of the economic crisis and the relative performance of economies since its onset in 2008 have shed light on how structural weaknesses can exacerbate the effects of, and hinder recovery from shocks. 
During the crisis, the more competitive economies  systematically outperformed the least competitive in terms of economic growth: they either withstood the crisis better or recovered more quickly. This result holds true at every stage of development (see chart). 
Sources: World Economic Forum; IMF
Note: The GCI 2007–2008 rank out of 131 appears next to the country name. The number of economies included in each group is indicated in parentheses along the x-axis
For example, Switzerland, ranked 1st in the Report, has since 2007 experienced only a mild recession in 2009 and its unemployment rate has remained around 3% throughout the crisis. Meanwhile, Greece, ranked 81st, has seen its economy shrink by 25% and the jobless rate remains above 20%. 

Leveraging the human factor

At the heart of an economy’s competitiveness is its capacity to leverage talent. High unemployment figures weigh heavily on societies, risking not only prolonged lower demand but also the de-skilling of a significant segment of the labour force and growing discontent. 
This holds even truer in the post-crisis years, which coincide with a fundamental shift away from the traditional manufacturing industry while the widespread use of ICT is generating entirely new industries and disrupting others. Talent-driven economies are best equipped to adapt to the changes brought about by this tech revolution and to reap their benefits.

A tool for policy-makers

Growth recovery in unchartered territory will require recognizing that we need a shared assessment and understanding of the future sources of competitiveness. By reducing complexity and providing a tool to identify strengths and weaknesses and track progress, the Report serves to inform and support policy-makers, businesses and civil society in their development of a shared, long-term vision. 
Beyond the vision, enhancing competitiveness is a complex and often protracted process that demands difficult trade-offs, careful consideration for sequencing reforms and room for calibration in changing conditions. Steering the course towards enhanced competitiveness requires vigilance and commitment from all stakeholders and throughout the process, for which the Report serves as a guide and monitoring tool.

 The Global Competitiveness Index 2015–2016 Rankings

Source Wefrom


     

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