(FR) Les cookies fonctionnels sont essentiels pour le fonctionnement du site internet et ne peuvent être désactivés. Pour améliorer votre expérience, d'autres cookies sont utilisés. Vous pouvez choisir de les désactiver. Ils restent modifiables à tout moment via cette fenêtre.
(EN) Functional cookies are essential for the operation of the website and cannot be deactivated. To improve your experience, other cookies are used. You can choose to turn them off. They can be modified at any time via this window.
(NL) Functionele cookies zijn essentieel voor de werking van de website en kunnen niet worden gedeactiveerd. Om uw ervaring te verbeteren, worden andere cookies gebruikt. U kunt ervoor kiezen om ze uit te schakelen. Ze kunnen op elk moment worden gewijzigd via dit venster.
At one time, when you sold a service, you had to justify a ROI - a Return On Investment. We can say that the return was king: with a good return, everything was salable. It was the time of quiet growth.
But all growth ends one day because of a limiting factor. In the economy of the ROI, externalities have been ignored: it's cool to make and sell more and more cars ... except that one day the gases and microparticles emitted by hundreds of millions of vehicles end up to become a concern for public health.
When we admit that growth is no longer sustainable, how can we convince investors that it is time to invest if there is no ROI on the horizon? How much does it cost to set up alternative mobility? Who will pay ? Should we be preparing for new taxes?
In a world in transition or in crisis, you have to go from ROI or COI - the Cost Of Inaction. Today, while there is urgency, the more we continue to not change, the more the budget we will have to unlock will swell - and therefore the only way to reduce the inevitable investment is to invest now.
Who can say today how much will a new day of inaction cost?
Some know it from experience. Ask a patient who has waited too long for a medical check-up, a parent who has neglected the first signs of a teenager's stall, a CEO who has long overdue budgets for processing, or a frog in his pan. on a low heat that did not come out in time ...
In a year - what will you think of today? Was it time to be attentive and react? Should we have had to commit to get a first budget and get into action?
#ActNow
