Digital and digital disassembly, the keys to creativity in small and medium businesses?

Whether it’s in the way we produce, respond to customers, or run an organization, it’s time to transform and innovate. Small and Medium Enterprises (SMEs) are not immune to this movement if they intend to continue to develop and gain market share. In this context, the injunction hovers to be creative.

“But creativity and leadership have long been the privileges of great men, Picassos and Kennedy and others. Suffice it to say that no one cared about the creativity, or leadership, of managers and collaborators,” notes Jan Pralong, course director for skills, employability and human resources at EM Normandie.

Agile styles and co-creation

Today, the situation has changed. Companies understand the importance of stimulating collective invention. Flavien Bazinet is an educator and researcher in entrepreneurship and owner of the Chair for Digital Innovations, supported by the Mines-Télécom Business School (IMT-BS).

He cites organizational influences, ranging from product design to co-building with customers, thanks to iterative project management techniques, and the promotion of “test and learn,” to concepts for agile organizations. There are many patterns of organization based on deconstruction, collective intelligence, information sharing, etc.

Within the Make ICI co-operative and joint factories, for example, artisans and start-ups combine their expertise to serve an abundance of creative energy. Nicholas Bard, co-founder of the Fab Labs Network, which has opened third venues in Montreuil, asserts, “Whether they are carpenters, architects or communications and events professionals, our residents seek proximity to a diverse set of profiles” and Marseilles, Nantes and Lille. And soon in Paris, Tours, Angers and Lormes.

By also advocating “presenting visions that sometimes conflict with one another,” Tiffin Chouelet, co-founder of studio La Racine (which supports manufacturing for small and medium-sized businesses in their brand strategy and product design), believes it is necessary to put an end to the cliché of “the designer alone in his tower.” Ivory”. “There are a lot of collaborative processes in design and creativity,” says the person who encourages managers “to involve very different profiles in creative workshops, from marketing to accounting.”

“Plug and play”, the other direction of work

To facilitate “this spirit of liberation and this time of interactions,” in the words of Jan Pralong, digital tools seem to have a place in choice. “In all workspace development projects, digitization is now taken into account upstream,” notes Latifa Hakkou, president of the Association of Work Environment Managers (Arseg) which has 2,000 members, including many representatives of SMEs. This expert in hybridizing work to explain that association and interdependence go hand in hand. “The trend is toward spaces where we interact and where we co-construct. The other trend is ‘plug and play’ desks: Putting your computer or smartphone in is enough to charge and connect to wi-fi,” she says.

In all workspace development projects, digitization is now taken into account.

Latifa Hakkou, President of the Association of Work Environment Managers (ARCEC).

However, management is the cornerstone of creative momentum. “To accentuate modernity, you have to free yourself from the usual constraints: from the same routines and the same reports, nothing new will emerge,” Slips Jan Pralong. In his opinion, everything is based on a new culture based on participation, role models and the right to make mistakes. “If the idea didn’t come from the person who should have thought of it, it doesn’t matter. It is about breaking out of the constant search for who made the mistake, and evaluating every success story. For his part, Flavian Bazinet asserts that “digital is not only transforming tools, but also practices of managers and employees.

Attracting talent and clients

“At a time when everyone can code, create a business website and produce a 3D prototype, we have ‘taken away’ the deals and experience. However, managing closeness is still better at running a business than being different,” he says, adding that one shouldn’t strive “to Leaving the usual framework, but rather imagining new ones.” If SMEs are doing this, at their own pace, they are also making themselves attractive.

“It’s an element that helps retain talent,” says Latifa Hakou. For her part, Tiffin Schuyle sees this creativity dynamic as a mobilization of all the forces of the company, a distinct vector, internally and externally! It concludes, “Involving teams in the creative process is motivating for them, but also for customers, because the product is more embodied.”

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