Archives du mot-clé innovation

Pour Cyriaque BENOIST: « Le verre SWAF c’est le futur ! »

Le 21 mars dernier, les étudiants du MSc Directeur des Etablissements de Santé de l’INSEEC MSc & MBA Paris ont participé à la 8è édition de la Silver Night Eco qui s’est tenue dans le cadre mythique des Folies Bergères, en présence de Pascale Boistard, secrétaire d’État chargée des Personnes âgées et de l’Autonomie.

Cet événement qui rassemble tous les acteurs de la Silver économie a été l’occasion pour eux de rencontrer professionnels et décideurs du secteur, de découvrir les meilleures innovations dédiées au bien-vieillir, de développer leur réseau professionnel mais aussi de s’informer lors des débats et tables rondes animés par des experts.

Cette année, nos étudiants ont été directement associés à cet événement d’envergure en tant que jurés dans le cadre des Trophées Silver Eco qui récompensent les meilleures initiatives, innovations produits et services. Un prix « Coup de cœur » a été ainsi décerné par les élèves du MSc Directeur des Etablissements de Santé à SWAF, une startup proposant des services digitaux à destination des accompagnants, comme le verre connecté qui assure la bonne hydratation chez les personnes âgées.

A l’initiative de ce prix INSEEC, Serge Guérin, Responsable du MSc Directeur des Etablissements de Santé à Paris, et président du Jury de la Silver Night Eco 2016, précise :

« Les étudiants ont choisi SWAF, qui est une entreprise très innovante parce qu’ils ont trouvé la solution ingénieuse et d’accès relativement simple. Il ne faut pas oublier que ces étudiants sont déjà en lien avec le monde  professionnel et  sont donc très sensibles à des approches concrètes. Ils ont fait leur choix après avoir longuement étudié tous les dossiers. C’est pour moi une démarche pédagogique importante puisqu’ils ont pu faire une sorte d’état des lieux de l’innovation en santé et dans le domaine de l’accompagnement des seniors. »

Cyriaque Benoist, étudiant en MSc Directeur des Etablissements de Santé ajoute : « Face à la qualité de l’ensemble des dossiers analysés, les étudiants du master ont décidé de prendre comme critère de sélection,  le bien vivre des personnes âgées dans un futur proche : le verre SWAF peut contribuer à améliorer significativement la qualité de vie des personnes âgées, particulièrement vulnérables au phénomène de la déshydratation. »

Cyriaque BENOIST : Thèse pro HEC: Open Innovation et Achats

Comment mettre en place une approche d’Open Innovation efficace dans une organisation Achats ?

these pro OPEN INNOVATION Cyriaque BENOIST
C’est à cette question que répond la thèse professionnelle de Cyriaque BENOIST, effectuée à HEC, dans le cadre du mastère « Global Sourcing & Supply Chain Management ».

Un français au CES de Las Vegas, pour présenter les « Rollkers », accélérateur de piétons

Publié par Julien BONNET, dans « l’Usine digitale »:

Rollkers, les accélérateurs de piétons veulent convaincre outre-Atlantique © Rollkers

« Derrière ce qui ressemble à des patins à roulettes futuristes, les Rollkers inventés par le Français Paul Chavand sont en réalité des « accélérateurs de marche », donnant l’impression d’être sur un tapis roulant en avancant à 10 km/h. Une innovation de rupture dans la mobilité individuelle selon son créateur, qui s’envole pour le CES de Las Vegas avec l’espoir de séduire grands industriels et investisseurs.

Les Rollkers débarquent au CES de Las Vegas avec la promesse de dérouler un tapis roulant sous vos pieds. Paul Chavand, l’inventeur français de ce qui ressemble à des patins à roulettes futuristes, est en tout cas convaincu du potentiel de sa trouvaille : « les Rollkers représentent une innovation de rupture, du jamais vu dans le domaine de la mobilité individuelle ».

MARCHER À 10 KM/H DE MANIÈRE NATURELLE

Démarré en 2006, ce projet dispose désormais d’un prototype fonctionnel. Moins encombrant qu’un vélo, une trotinette ou un gyropode, les Rollkers permettent à une personne marchant à 5 km/h d’atteindre les 10 km/h de manière naturelle, sans modifier ses habitudes. « N’importe qui peut les utiliser, il suffit de savoir marcher », résume Paul Chavand.

RECHERCHE DE PARTENAIRES INDUSTRIELS

Au CES, le plus gros salon mondial de l’électronique grand public, l’inventeur français veut « déclencher un buzz mondial » autour des Rollkers. Objectifs ? Convaincre un ou plusieurs grands industriels de signer un contrat de licence pour fabriquer et vendre ses « accélérateurs de piétons ». Un constructeur automobile comme Toyota, qui développe déjà des solutions de mobilité individuelle comme le concept FV-2, ou un géant du numérique un peu touche à tout, comme Google, pourraient se montrer intéressés. »

Cyriaque BENOIST

3 reasons why social media is important to procurement

Un article de Guy STRAFFORD sur social media et Achats:

« I recently read an interesting article in the Financial Times that discussed how social media and big data are being used to help solve supply chain issues and improve supplier management practices at a number of large companies.

This article asked thought provoking questions such as “Can social media reduce the price that a retailer pays for bread?” and “Can big data help a manufacturer reduce hundreds of thousands of dollars worth of waste?” The article provided excellent examples of how organisations are beginning to use big data and social media across their supply chains.

What the article failed to cover however, was the value-adding potential that both social media and big data have for procurement.Talking more with experts at Proxima, various procurement practitioners in the industry and my LinkedIn network, I was able to group together 3 reasons why social media is important to procurement:

  1. Relationship building:

    One of the major reasons that companies use social media is for customer engagement. For procurement however, using social media to engage with suppliers is an increasing trend. Connecting with suppliers on platforms such as LinkedIn, and Twitter provides not only an easy and fast way to connect with suppliers on mass, but can keep procurement up-to-date with the latest news around their suppliers. The informal setting makes it easier to impart a sense of personality into the communication; forging relationships, promoting open dialogue, and in turn, building trust. Creating these intimate relationships help to build a reputation as a customer of choice.

  2. Knowledge sharing and innovation:

    Whilst the traditional social media tools have undoubtedly been helpful in assisting procurement practitioners share knowledge and ideas for a number of years; new social network sites aimed specifically at procurement professionals (Procurious, CorporateBrainz etc.) will not only increase the depth of knowledge being shared, but also the ease with which ideas are imparted and knowledge is found. For procurement professionals; being able to absorb new ideas and guidance from other professionals outside of their organisation is often crucial for driving innovation and building a competitive edge. However, with promoted tweets, bots, fraud and self-promotion, the trust that comes from online testaments is constantly being called into question. Caveat Emptor holds true, even more so now. Do further due dilligence in regards to information gathered on social media, and remember that just because something is written down, does not make it true. On a more positive note however, there are a number of stories beginning to circulate of companies setting up bespoke social media platforms to connect customer R&D departments and supplier R&D departments to encourage idea sharing and customised innovation – a sure sign of things to come.

  3. Real time information:

    Recent studies show that around a third of us now turn to social media for our news. In an age where everyone has the ability to be a publisher, traditional news outlets are experiencing a decline in readership. Consumers are increasingly turning to social media feeds which highlight only the most popular news and discussions tailored directly to the user – thanks to a range of complex algorithms. For procurement, the ability to monitor news and information in real-time is invaluable. News around suppliers, innovations, product recalls, and supply chain disruptions shared by peers is often easier to find, and more accessible on social media networks. Having a real-time view of not only your suppliers, but also the wider industry, can be used to identify issues quicker, enabling you to react before your competitors, and often before the effects are felt downstream in the supply chain.

Clearly then, social media is an increasingly important tool not just for the supply chain, but also for procurement. For those who chose to use this tool effectively, the opportunities to build and maintain stronger, more collaborative and more informed relationships with suppliers can be vast. » Guy STRAFFORD.

Cyriaque BENOIST

Incubateurs dans les grands groupes: Attention à l’effet de mode, par Romaric SERVAJEAN-HILST et Olivier DUVERDIER

Romaric Servajean-Hilst (CRG de Polytechnique) a publié un point de vue dans Le Monde du 20 janvier, avec Olivier Duverdier (Directeur général d’Ecosys Group et Président du Comité « Open Innovation » du Medef), sur le thème : « Incubateurs dans les grands groupes : attention à l’effet de mode ».

Ils y présentent l’importance du développement des incubateurs de start-ups au sein des grands groupes en France, et l’intérêt qu’ils peuvent représenter pour les start-ups comme pour les grands groupes.

Dans ce billet cosigné, l’un et l’autre soulignent combien l’implication de tous les niveaux hiérarchiques de la grande entreprise est nécessaire pour aller au-delà de l’effet de mode de ce nouveau mode de coopération.

Cyriaque BENOIST

Organisation sans hiérarchie stricte

Imagine a huge, complex organization where no one is in charge.

Can’t see it? Well, look in the mirror. One example is that thing sitting on top of yourshoulders called your head.

The human brain has 85 billion nerve cells, with many thousands of interconnected processes happening simultaneously. Or think about our massively Networked Economy. Highly complex systems like these have structures and coordinating mechanisms, but are also highly adaptive and self-managing. Nobody is in charge.

Of course, most organizations today are exactly the opposite. They run on century-old hierarchical management models designed for the transition from an agrarian to an industrial economy, where centralization, conformity and obedience were critically important. It should be no surprise that these models are poorly suited in a world where complexity is epidemic, and innovation accelerates exponentially.

But things are changing rapidly. For example, more and more organizations are making the move to Holacracy; a new distributed governance process with no management hierarchy. Instead power is held by defined roles such as facilitation, not by people. Pioneers like Zappos are learning that, whilenot a panacea, Holacracy can be an effective alternative to rigid, hierarchical management structures. This is just one example coming from bold management innovators at the leading edge of the Future of Work.

Archetypes of self-managing structures are emerging

While researching his new book Reinventing Organizations, author Frederic Laloux discovered that management innovators in different industries and locations, with workforces ranging in size from hundred to tens of thousands, and who did not even know of each other’s existence, were nevertheless following strikingly similar paths.

For example, here are three distinct organizational structures that emerged consistently:

Parallel teams – when work can be organized into autonomous streams with little need to coordinate with each other.

Web of individual contracting – where roles and commitments are set through one-to-one conversations between colleagues who work together.

Nested teams – for work requiring specialist teams that work together toward larger whole.

Which structures emerge depends upon the type of activity, as well as the length and depth of an organization’s value chain.

From bureaucracy to values and shared purpose

Self-managed organizations still need clear paths for getting things done. The big idea is that this work will become self-managed according to values and shared purpose instead of preset rules and hierarchy. Here are some examples:

Institutionalize advice in decision making

We’re accustomed to two methods of deciding things; tops-down authoritarian and egalitarian consensus-style. But that’s because we don’t trust individual employees to make decisions on their own. But what if we could guarantee that that individual had the full benefit of the organization’s knowledge and experience before making the decision? The “advice process” is a recent development that requires only that the decision maker (who is usually the person who identified the issue in the first place) first consult experts on the issue at hand and then all those who will be significantly affected by the outcome. After that, the decision is theirs to make and cannot be over-ruled. You may think this could never work in large companies, but the advice process is in practice at AES, a global company with 40,000 employees.

Get rid of budgets

Instead of asking “Do I have enough budget?”, the Norwegian energy company Statoil asks:

  • “Is this really necessary?”
  • “What’s good enough?
  • “How is this creating value?”
  • “Is this within my execution framework?”

There are no annual budgets at Statoil. Instead the “bank” is open year-round and managed through a process of dynamic forecasting. Spending decisions are made as late as possible, and at the lowest sensible level in the organization. Cost management KPI’s are either absolute, relative to competitors, or directional depending on what works best in each situation. The results? Less gamesmanship and hidden political agendas, timely discussions about important issues, and a pervasive value-oriented, cost conscious mindset.

Set your own salary – Morning Star is a self-managed company with no centrally defined roles, titles, or career paths. Therefore their compensation system is designed to reflect the actual value employees deliver to the company. Every year employees, in an open and transparent process, review themselves and their colleagues. Then they write a one-page letter explaining how much they deserve next year, and why. A compensation committee reads them all and makes recommendations back to each individual, which everyone is then free to disregard. But like the review process, every employee’s decision about their own compensation is completely transparent within the company. This is powerful motivation to act responsibly, and it seems to be working. Today, Morning Star is a $700 million business with double-digit growth over twenty years, while their industry’s annual growth rate is about 1%.

If all this sounds blasphemous, even perilous, it’s because it is. Exercising leadership muscles of influence, persuasion, trust, respect and community-building is far more difficult than command and control. And for many organizations, this will require a major shift in culture and mindset.

Get going today

Fortunately there is no shortage of ideas on how to get started. Management innovators are all around us. Gatherings like the MIX Mashup and competitions such as the Unlimited Human Potential MPrize, unearth new management practices and technologies every day.

What’s clear is that change needs to happen – and quickly. Employees are deeply unsatisfied with the status quo, which makes for unhappy – and unproductive – workplaces. Radically simplifying our current management structures can bring the Future of Work one step closer

Dans certains cas, comment passer d’un mode « Command » à un mode plus ouvert, pour favoriser l’émergence de l’innovation au sein de l’entreprise.

Cyriaque BENOIST