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CRI - Systemic, Structure, Strategy

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James Carlson

on 9 May 2016

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Transcript of CRI - Systemic, Structure, Strategy

Systemic
Structure
Strategy
Vision
Leadership
Projects
Platform
Operations
Culture
Values
Technology
Finance
HR
Compliance
Communications
Event Management
Enrollment
Facility
Project Management
Mentorship
Collaborative Practice
Project Work Practice
Project leader
Collaborator
Partner
Student
Savanturier
l'Openlab
Gamelab
IGEM
Transparency
Real science
Collaboration
Interdisciplinarity
Generosity
Meaning
Large-scale impact
INCLUSION
transdisciplinary
transcultural
How we teach = how we work = how students work
Trust
Respect
Efficiency
Accountability
Democracy
Lean machine
Supports the platform
Sustains the structure
Expresses values in the doing
Talent Development
Resource Development
Partnership
Networking
SERVICE
How I enter the CRI starts here
transformation of all participants
Global Impact
Meaningful outcomes
underlies all the execution of the CRI, and its ecosystem
Structure built to support itself
Recursive sustainability comes from interchange between projects, pedagogy, and platform
Staff can see all staff work
Students can see work
Progress changes regularly shared
Vision changes regularly shared
Single source for definition of all work
Global awareness of all projects
Realtime visibility to status
Internal and external accountability is equal in consideration
Common inventory of capacities
Common taxonomy
Calendar linked to capacity
Capacity linked to skills
Democratic workplace environment
Roles defined by values, vision, skills
Accountability, efficiency tied to advancement
Co-designed norms for conflict resolution
Staff / Participant Respect Manual
Celebration and acknowledgement
* see worldblu.com
Transparency, accountability create trust
Democracy reinforces trust
Regular trust check
connect projects, students, participants to the world, meaningfully, and intentionally
cultivate quality resources and aligned third-parties to support projects, platform, and pedagogy
Engage and retain generous mentors, facilitate relationships with participants, projects, students
Extensional and intentional measurement and growth plans for students, projects, participants
Alignment and introduction to project, participant, and student support resources both financial and logistical
Life Sciences
Biomedical Research
Lifelong Learning
Sustainable Development
Open Source
Digital Community
Emerging Fields
Ethics
Pedagogy
François Taddei
Ariel Lindner
Gaell Mainguy
vision, values, projects, partners,
platform, resources
vision, values, culture, operations, platform, projects
vision, values, pedagogy, projects
MEASURE
MEASURE
FLOW
FUNDERS want to support these parts: Impact, Vision, Leadership
An organism
An ecosystem
A network
An organization
You partner with what fits: Values, Culture, Operations
ENGAGEMENT PROPOSAL
External Governance
Internal Governance & New Roles
Portfolio Management of Projects
Formalization of working processes
Community Management
People Development
Internal communication
HR Evolutions
IT Evolutions
Implementation Steering
Do
Don't
Providing a single point of contact for
everything related to the change management:
Support related to Methodology
Help to identify the interdependence between action plans
Being a collaborative partner and stimulating
to solve problems
Define a process of raising visibility of problems and reporting to the Steering Committee, facilitating decision making
ROLE - delegate DG
Validate the objectives of the poles following the pole and challenge managers on compliance
Anime budgetary process (both in preparation and execution) (eg. Arbitration on
resource allocation)
Takes the cross at the poles decisions
Can carry live transversal topics
Ensures compliance of key processes (especially performance management)
Is responsible for the effective implementation of the new organization
POLES

Frontiers in Life
The delegate DG is responsible for the proper progress of the CRI project portfolio as a whole.
It secures the delivery of which are primarily responsible for the 4 leaders poles
Learning Society
digital transformations
Catalysis
TRANSFORMATION MODEL
Cluster not pyramid
WHY
HOW
WHAT
WHY ME
Establish Communications Culture
EXPERIENCED
AFFORDABLE
AVAILABLE
PASSIONATE
QUALIFIED
TALENTED
6 initiatives
WHEN
4 change mgmt
Implementation
Resulting Organization
CLUSTER
CLUSTER
CLUSTER
CLUSTER
Realtime
Collaborative
Accountable
Transparent
Communications
Cluster-based teams formed
Culture Development Workshops
Visual Facilitation
Realtime Collaborative Documentation
Daily On-Site Engagement
Design of Visual Metaphor
Implementation and Training of Support Technologies
Supportive, engaged leadership
Clear external accountability
TBD
Establish Communications Culture
Culture Development Workshops
Visual Facilitation
Realtime Collaborative Documentation
Daily On-Site Engagement
Design of Visual Metaphor
Implementation and Training of Support Technologies
Design
Agreement on the proposed work
Logistics, planning, discovery, relocation
Kickoff on-site, technology foundations
Establish internal communications
Collaboration "camp d'entraînement"

Design de l’organisation au niveau des équipes, sur proposition des équipes, et des modalités de fonctionnement des équipes (e.g. check-in hebdomadaires en équipe)
Rattachement des équipes aux pôles
Choix des nouveaux rôles (e.g., référents de pôles, coordinateurs)
Définition des modalités pratiques de gouvernance (e.g., fréquence des comités)

Valider l’organisation au niveau de la gouvernance
du CRI (CA, direction, pôles)
Désigner les responsables des nouveaux rôles
Responsables de pôles
Responsable stratégie, développement et partenariats
Coordinateurs transversaux
Dep.
CEO
COO
IMMEDIATE HIRE
Design of Visual Metaphor
OUTPUTS
{
level of transformation achieved
FAMILIAR
2011
2016
5 years involvement with CRI leadership, staff, and events
External supporters understand how their support is applied, have reasonable transparency to the work of the CRI, and are actively engaged with its mission.
Team members understand their roles, have the freedom and flexibility to adapt and grow, and freely share information with their peers without fear or risk.
Team members have clarity, visibility, and transparency to the business processes that support their work, and engage the formally-defined processes to build their own success and the success of the CRI.
CRI participants broadly understand what else is happening within the CRI, know who is involved, and see clear paths to entering, being-in, and leaving; regular events and rituals reinforce the values and the mission.
New projects are supported effectively, understand their stage of growth and levels of support clearly, see other projects and progress clearly. The CRI is a desirable and strong platform for new projects. Projects flow without stasis.
INTERNAL
INTERNAL
CRI participants broadly understand what else is happening within the CRI, know who is involved, and see clear paths to entering, being-in, and leaving; regular events and rituals reinforce the values and the mission.
ENTRY
pepiniere
catalyse
metier
Mars
Avril
Mai
Juin
Juillet
Août
Sept
Oct
Nov
Déc
RESEARCH
EDUCATION
LIFE SCIENCE
DIGITAL
SOCIAL
Critical Questions for CRI
Who works where, when, and how much?
How do we enable a flexible work culture, while preserving the integrity and accountability of our work?

Entrance to CRI
Executive Committee
Executive Board
Structure
People
Process
What will change?
Montparnasse
Glass walls = more transparency
High floor = more visibility to city, purpose of our work
many floors -> 2 floors
stairs -> elevators
straight from metro to tower -> never see light of day
The Culture
- What were the results from McKinsey?
-- What did they find?
-- What did they recommend?
-- What are we going to do about it?
-- Why is James Carlson here? -- to facilitate with us
- How are we working together to build our culture?
- When is everything happening, what are key events?
The Place
- What is changing as a result of moving to Montparnasse?

- When are we meeting, working, and building this together?
-- Regular, weekly = iterative, day to day, incremental
-- Propose to gather, share every morning, internal communications, standing and effective, for 2 weeks, starting at 9am
-- Can't come? Check the main log!
-- Monthly, periodic = big picture
- Who does what around here?

How long does it take to go up?
How long between floors on average?
What else is between first floor and the CRI floor?
Building
100 meters
500 meters
What questions should this message answer?
here daily
rarely here
digital
analog
decide
implement
CRI 1
CRI 2
org
board
?
?
?
?
?
?
?
?
?
?
?
TIMELINE
2016
WEEK
MONTH
YEAR
Building
Clubs
Students
Projects
WHY
QUESTIONS
Why does the CRI exist?
What has it achieved?
What is it doing right this instant?
HOW
WHEN / WHAT
ANSWERS
NOW
Programs
Initiatives
Clubs
Projects
WHO
Name
When am I here?
What do I love?
What do I make?
May 12
Now
Appetizer
May 10?
McKinsey
State of Art

Moving
Lunches, Breakfasts, Tea Times
STRUCTURE / CULTURE
BUILDING / LOCATION
Packing
Party Avril 30
Announce
CRI in transition:
Message goes to nearly everyone
Delivery Method / Medium
Staff
Students
Professors / Teachers
Re-org
Schedule
Move
Confidence, Autonomy, Public speech, Open source, Reinvesting, Core learning
learners
researchers
enablers
teachers
entrepreneurs
Full transcript