"Today all the necessary datamining and artificial intelligence tools exist to build an expert system that assists in the decision-making in the face of a problem or to launch a project including interoperability with partner systems", explains José Gonzalez, CEO.
"The challenge consists in structuring the data and formalizing the knowledge in employees' heads.
For the sake of collaboration, technology must go along with a human dimension to foster sharing and make the knowledge base live. "Without it, the added value of such a tool disappears."
With the mapping of the expertises, it is a first step taken by Taemana SAS. Ultimately, the objective is to design a knowledge portal based on an expert system that also integrates project management.
Excerpt: article IT for business, feedback from collaborative experiments, December 2017
The launch of the SEB R&D community was the start of new collaborative ways of working prior to the arrival of O365. It enabled a favourable environment for the Digital Workplace adoption. What were the key success factors?Read more
90% of the failures in projects are due to the human factor, says José Gonzalez de Taemana. In spite of this, change management is often limited to communication and training actions, whereas it would be necessary to start from the lowest common denominator: the individual.
CMST (Change Management Simulation Training), is a serious game developed in collaboration with the INSEAD CALT (Advanced Learning Technology Centre). It helps each person to become aware of his/her level of resistance to change. Moreover, he/she will better understand others and their own resistances.
"The idea is to start with the employees who have a very high sociogram in the company, recognized and therefore credible, train them to drive the change themselves.Read more
We all have an idea of how change should be managed. But when it comes to action, one realizes how complicated it could be. This training helped me to organize better my approach and take more into account the different interests involved. For instance, when the community has to deal with topics already covered by departments of the company. »
In order to succeed the transition to the new digital tool and to root its collaborative ways of working, Renault count on their COPs leaders. Becoming Change Masters, these have followed a specific training to support the social network deployment in the company, incarnating a very innovative change management way.
The objective of this training, called Change Management 2.0, is to put acknowledged company employees in charge of leading the change themselves and become Change Masters.
How did the leaders lived that experience? What practical lessons did the participants take with them? Three animators from Renault communities testify.
Get to know yourself better and take into account other
Surprise, was the first unanimous reaction from the three Community Managers while discovering their socio-behavioral profile. " I wasn't aware that I had so much leadership!" says Cristina Kawamoto. Becoming aware of it has given me more self-confidence. "
For Lomig Unger and Jean-Jacques Guedes, the surprise came from the strong "communicating" dominant of their profile. " I saw myself as a strategist , an organizer, or even a technician, confides the latter. Even if I am also all this, in retrospect, I think that the role of transversal leadership that I have played for three years now has enabled me to develop this communication side. Therefore, discovering the latter through the profile was interesting for me. " Translated with www.DeepL.com/Translator