By François Candelon, Managing Director and Senior Partner at BCG Paris, and the Global Director of the BCG Henderson Institute, Rodolphe Charme di Carlo, Principal at BCG Paris, and Ambassador at the BCG Henderson Institute, and Yves Morieux, Managing Director and Senior Partner at BCG Middle East, BCG Fellow, and head of BCG Institute for Organization
This blog is part of a series on tackling COVID-19 in developing countries. Visit the OECD dedicated page to access the OECD’s data, analysis and recommendations on the health, economic, financial and societal impacts of COVID-19 worldwide.
“COVID-19 is climate on warp speed” said Gernot Wagner, climate economist at NYU. Both trends show exponential growth – in infected people and CO2 emissions respectively – while capacity to fight them remains limited. Still, while governments enforce emergency measures around the globe, little action on climate has happened to date. Therefore, the actual question to solve is not “what can we do?” but rather “why not now?”
Bringing an alternative and rigorously structured approach can help to find practical, impactful solutions. The concept of Smart Simplicity, applying principles of sociology to solving complex organisational problems in business and beyond, can play this role by analysing inaction from two angles. First, the systemic lens – stemming from Thomas Schelling’s work – assesses how individual behaviours combine to produce collective outcomes that cannot directly be traced back to individual motives. Second, the strategic lens, legacy of Herbert Simon’s “bounded rationality”, analyses individual behaviours within the context of problems they try to solve, with resources to mobilise and constraints to cope with. Continue reading