It is tempting to dismiss the defence of pragmatism as a reflex of outdated management, ignorant of contemporary nuances. Yet, a clear observation emerges: the pragmatic approach—by nature simple, effective, and human—is vanishing from our professional landscape.
Under the pretext that norms, directives, and market demand now dictate every moment, and that relational trust has given way to systemic suspicion, we are witnessing the rise of acute “control-itis.” This managerial pathology, characterized by an obsessive quest for control, seems resistant to all treatment.
While it is undeniable that norms, ethics, and rigorous deontology are the pillars of corporate stability—and that old-fashioned “shortcuts” must remain in the past—we often fall into the opposite excess. We now demand a binary world where every action is either strictly right or wrong, with no room for nuance.
Is such rigidity compatible with business development, innovation, and the right to error necessary for progress? One may doubt it. There is a time for strategy and intellectual rigor, and another for pragmatic execution. By demanding detailed solutions for every micro-aspect, companies risk drowning in a glass of water.
SMEs, with their thin margins and pressing daily challenges, cannot afford this luxury. This drift often originates in large corporations, where form takes precedence over substance, generating frustration and inefficiency. Several questions merit consideration:
• In a presentation to the executive committee, does the aesthetics of the graphs take precedence over the relevance of the data?
• In a real estate project, do final comfort and layout matter more than the systematic consultation of every single user in the decision-making process?
• Are strategic guidelines not more critical for decision-making than the anecdotal details of execution?
• Is it pertinent to meticulously dissect every aspect of a project whose implementation has already been mandated by leadership?
Multiplying examples would only confirm that a demand for perfection down to the last detail can kill the project’s purpose, hinder its execution, and demoralize teams. To remedy this, several guiding principles are essential:
- Prioritize: Identify critical success factors and allow flexibility on the rest.
- Accept Relevant Approximation: Show tolerance when the context permits.
- Apply the Pareto Principle (80/20): Be satisfied with an 80% optimal result when the cost of reaching the remaining 100% is disproportionate.
- Value Diverse Approaches: Accept that colleagues may approach a subject from a different angle.
Although these principles seem obvious, they reveal a vast area for improvement in many organizations. Rehabilitating pragmatism is not a step backward; it is a major challenge for tomorrow’s performance.
Good reading and see you soon.