• International digital mega-projects: a fine balancing act

    Seminar Creation

    Development projects dealing with blockbuster video games are at a crossroads. Either they can play their cards right and focus on quality and creativity in an extremely competitive and dynamic market, or, on the other hand, they can just co-ordinate huge teams of more than one thousand employees in several studios throughout the world for a number of years. Managing these development projects is a fine balancing act between using the latest technologies, encouraging creativity and monitoring risk. Management must accommodate changes in ‘games as a service’ (GaaS), deal with the steady and critical increase in the size of teams, and also learn the lessons from the coronavirus pandemic.

  • The DaherLAB: connecting startups and industry with the challenges of medium-sized and large companies

    Daher is a family-owned business founded in 1863. In 2014, it created an open innovation entity, the DaherLAB, in order to integrate new technologies such as artificial intelligence, blockchain, connected objects and so on. After a trial and error phase, during which even the solutions which had successful ‘Proofs of Concept’ (PoC: the realisation of an idea to demonstrate its feasibility or potential, often after testing) in the company sank into ‘black holes’, a dual system was successfully put in place. On one side, support functions were mobilised from the beginning of the process in order to overcome obstacles and internal inertia, which made it easier to make contracts with startups. On the other side, the innovation process was structured in a sort of ‘push system’ factory with three ‘production lines’ or stages (namely creation of PoCs, industrialisation, and deployment) to ensure that technologies which were of interest to the Group could be completely integrated at the end of the process.

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English translation

International digital mega-projects: a fine balancing act


Development projects dealing with blockbuster video games are at a crossroads. Either they can play their cards right and focus on quality and creativity in an extremely competitive and dynamic market, or, on the other hand, they can just co-ordinate huge teams of more than one thousand employees in several studios throughout the world for a number of years. Managing these development projects is a fine balancing act between using the latest technologies, encouraging creativity and monitoring risk. Management must accommodate changes in ‘games as a service’ (GaaS), deal with the steady and critical increase in the size of teams, and also learn the lessons from the coronavirus pandemic.

English translation

Renewing a penniless – but tremendously creative – old institution: ladies and gentlemen, welcome to the BBC!


The fact that it is sometimes referred to by its nickname ‘Auntie’ shows the extent to which the BBC has become an institution in the United Kingdom: 91 % of the British population has access to it. It is an old institution which is preparing to celebrate its centenary. At a time when the concept of state-owned broadcasting is being questioned, it has had its own share of budget cutbacks and staff reductions. It is an old, penniless institution which is regularly called into question. Yet, the BBC is recognised throughout the world as a model of excellence and creativity, covering a very large spectrum ranging from promoting musical talent to the production of critically acclaimed wildlife documentaries. It also shows a programme about cars which has served as a gold standard for forty years, and has successfully managed the shift towards modern TV series. The BBC is a surprising paradox which cares about several factors. These include its history (which has kept the BBC strong in spite of criticism); the relationship it has built with its audience; and its tendency to take risks, for continuous improvement and for the provision of a public service.

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La saga Ragni, un leader de l'éclairage public

Séminaire Industrial adventures


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L’art, la cité, l’économie… : les Magasins généraux font valser les frontières

Séminaire Creation


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Le journal

Transformations de fond

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N°149 | Mai / Juin 2021

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Our publications

Il suffisait de leur donner envie...

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By Patrick Negaret

Comment libérer les énergies dans une organisation publique hiérarchique et traditionnelle ? À travers la transformation de la CPAM des Yvelines (1200 salariés sur 15 sites) racontée de l’intérieur par celui qui l’a conduite, c’est une véritable leçon de mise en mouvement des organisations qui nous est donnée.

Soucieux que le personnel gagne en efficacité tout autant qu’en plaisir au travail, l’auteur a engagé un vaste chantier de libération des énergies avec comme ligne directrice l’autonomisation, la confiance ou encore la reconnaissance. Loin d’appliquer des dogmes managériaux, tels ceux de l’entreprise libérée, il prône une démarche de bon sens, pragmatique, partant du terrain et accordant le droit à l’erreur. Et les résultats sont là : diminution de l’absentéisme et du turnover, amélioration du service rendu aux assurés…

Our publications

Prise de parole

1827 orateurs sont intervenus depuis la création des séances de l'École de Paris. Voici un aperçu de nos prochains invités :

Marcel RAGNI

Président de Ragni

June 22, 2021

La saga Ragni, un leader de l'éclairage public

Damien PERROT

Global Senior Vice-President Design, Accor

September 14, 2021

Design à tous les étages ! L’adaptation d’Accor à un marché devenu turbulent

Rémi BABINET

Président fondateur de BETC

October 12, 2021

L’art, la cité, l’économie… : les Magasins généraux font valser les frontières

Eugénie LEFEBVRE

Directrice générale des Magasins généraux

October 12, 2021

L’art, la cité, l’économie… : les Magasins généraux font valser les frontières

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