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CRI

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James Carlson

on 24 November 2016

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Transcript of CRI

Passionate
Open minded
Visionary
Making a difference
Empowerment
Autonomy
Taking initiative
What values were found in the assessment of CRI?
Inter-disciplinarity
Innovation
Collective spirit
Feeling part of a community
Common objective
Sense of the common good
Accountability
Creativity
Efficiency
Sense of hearing
Professional development
To maintain
Well organized
Meritocracy
Collegiality
Fear
Slowness
Arrogance
Bureaucracy
Siloed
Conflict
Invisible hierarchy
Everyone is a born researcher, learner and change-maker growing in and contributing to a global campus.
Vision:
Mission:
We explore, invent, and implement new ways to
learn, teach and do research
in order to mobilize collective intelligence towards global open challenges.
We will focus on meaningful challenges, at the interfaces between
life sciences
,
learning society
and
digital transformation
.
Strategy:
What is our vision, mission, and strategy?
How will the governance change?
Current
SCIRE Board
Meets 2x/year
Legal compliance, strategy, budget
Comite de Pilotage (with FBS)
Meets 2x month
Strategy, budget
CRI Board
Meets 1x week
Operations
Future
Conseil de Surveillance
12 external, Scire & FBS as founders
Nominate directoire, legal compliance, approve strategy, approve budget, strategic and implementation oversight
Directoire
Define strategy & executive implementation of decisions, define and review processes, report to CS
internal evaluation of programs, implement processes, stage gate for new projects
International Science Advisory Board
Helga Nowotny, Stephen Friend, Samir Brahmachari, Andrew Murray, Lee Hartwell
Research and science agenda
Proposed by Directoire
Approved by Conseil de Surveillance
Pedagogic Councils
Representatives of students and heads of teaching through research programs
Pedagogy, link with universities
L-M-D
Savanturiers
License
FdV
Master
EdTech
Master
AIV
ED
FdV
MasterAIRE
DU
HR, Finance, Project management, Technology, Communications, Facilities, Operations, Scheduling
SUPPORT
GameLab
CATALYSE
RESEARCH
Life Science
Digital Transformation
Learning Society
Research Facilities
MOOC Lab
Fabelier
l’OpenLab
Pepiniere
We ENABLE
With PROGRAMS
Thanks to
And soon, with
How will we become the new organization?
SUPPORTS
Reaching Out
PhD
Master
Bachelor
Lifelong Learn
DEVELOPMENT
Savanturiers
Do It TOgether (DITO)
Entrepreneur
Researcher
Teacher
Learner
Collectives and organizations thereof
EdTech
AIV
FdV
FdV
FdA
FRANÇOIS
TADDEI
ANTOINE
TALY
DGD
GAELL
MAINGUY
AMODSEN
CHOTIA
ARIEL
LINDNER
DIRECTOIRE
S.A.B.
PEDAGOGIC COUNCIL
COMITE DE SURVEILLANCE
CRI BOARD
How did we get here--where are we going?
What’s our vision, mission, and strategy?
What did we learn from the McKinsey and GOOOD work?
What works?
What can grow?
Why are we making a change?
How are we making the change?
What will be changing?
Who will do what?
When will the change occur?
What are we talking about today?
We will enable ever more people to explore by providing access to resources, peers and mentors.
We will develop open, scalable learning through research approaches across disciplines to render the best education and science available to ever more people.
1
2
3
How did we get here?
A History of the CRI
2003
04
05
06
07
08
09
10
11
12
13
14
2016
15
AIV
FdV
9 locations
1 room for 2 hours a week
2 floors at Montparnasse 24 hours
EdTech
Since its beginnings the CRI has provided an
evolvable frame of freedom enabling explorations
Thanks to amazing staff, teachers, and students
McKinsey Goood diagnostics, assessments
New hires
Reinvent CRI (Montparnasse + Cochin):
Culture enabling exploration
Strategy for CRI future
Structure the organization
Process - eg: development stage gate for new projects
Beginning of work in ChV
Signing 50 year contract for ChV redevelopment
Moving to Montparnasse
Implementation of stage gate process for new projects
Process implementation complete
Signing 10 year convention with FBS
Transition to new organizational structure
2017
2018
2019
Writing new academic curriculum

Develop research agenda

Continue local and international development

Beginning of implementation of research strategy (inside and outside of CRI)

Continue implementation of sustainability plan
Move back to ChV (from Montparnasse and Cochin)

Obtain validation for new curriculum

Begin research labs

Obtain official Foundation status
Offer new curriculum

Continue new research

Official research labeling
The diplomas are provided by Universities Paris Descartes, Diderot, Sorbonne Paris City
DIPLOMA
The result of these discussions will allow us to officially enable new research explorations within the CRI
We engage in a process of discussions with research organizations / universities to facilitate the development of research at the CRI
We created a university department to facilitate our relationship with Descartes U
We are growing now and will develop further thanks to our last moves
We need more agile and healthier structure and processes to develop
We want to be more accountable and responsible to all our stakeholders: staff, students, partners, funders
We must design an organization in which people can develop and in which their roles are clearly defined
We must invest equal energy and resources in both effectiveness and well-being of our community
How we are structured, how we work sets an example in the world and supports our mission
Thus
Why change?
Started in 2014
Started in 2007
Started in 2004
Started in 2014
Started in 2011
l'OpenLab
Executive
PASCAL
HERSEN
Leadership
We heard your dissatisfaction, for reasons that are sometimes old, sometimes deep, and what we are doing today and tomorrow is showing a firm will to answer and end those dissatisfactions.
CRI attracts the best people, and treats them with respect, for their health.
How will we develop new ANYTHING?
PLATFORMS
SUPPORTS
Open Science School
iGEM
Modeling
Example in a CRI Project
Life Science
Digital Transformation
Learning Society
Most wished for CRI
Describe CRI worst
Describe CRI best
To introduce
To avoid
To develop
staged gates determine when things are ready to advance
responsible staff coordinate use of CRI resources
Board
SCIRE Association becomes a Foundation
WHY:
permanent legal entity = stability
prestigious, recognized by the State
easier to partner (national + global)
frees us to pursue future strategies
simpler and clearer for outsiders
HOW:
Apply to obtain the status
Formation of different boards
Different legal entities
Different functions of boards
Channels of accountability
OPPORTUNITY
IDEA
CONCEPT
PILOT
PRODUCTIVE
SUSTAINABILITY
things can exit or graduate at any stage
things can enter at their current stage
Synthetic Biology
Ensure the delivery and enable people and projects to grow
Define the strategy and partnerships, explore new ways to enable and explore
Enable creation and development of new partnerships and programs that impact across CRI functions
Identify new opportunities for growth both internally and externally
Negotiate linkages between new opportunities and the rest of the internal organization
Enable and manage the day to day work of the CRI as a legal, financial, and formal organization
How does the CRI:
Add a new staff member
Decide about permanent positions
Alter a budget
Make a change to its mission
Creation of a new support
Measure accountability
Who else is affected in our ecosystem?
Change anything - do anything?
We need process, procedure, and formalization for all of these and more.
How does the CRI enable me to work better?
We as leaders consider these our priorities for 2016:
Develop clear roles, titles and responsibilities for everyone
Recruit key people
Define futures for CDD vs CDI
Create support for people growth
Establish conflict resolution
Implement stage-gate processes for management & creation of projects
Establish culture of collaboration and healthy communication
Enable development of research at CRI
Form a self-supporting culture of enablement and exploration
We believe these things will help to alleviate the dissatisfaction that you have felt, for a long time, and for deep reasons.
Evolution and Transformation
What were the results of the McKinsey work?
CRIvolution
Develop research strategy
Begin implementation of sustainability plan
Submit application to become Foundation
And other boards and councils which are created in compliance with the transition to foundation, official research institution, and university dept.
red queen
GO look at diagnostics
decisions / gate design is
transparent
Office Manager
Accounting
Facility
HR
IT / IS
Web
Legal
and Communications
CATALYSES
Makerspace
GameLab
MOOCLab
MobileLab
Research
Pepiniere
Access to resources, facilities, networks, training, equipment, and development models to enable projects to succeed
DU / VAE
Learning Society
Life Sciences
Digital
Transformation
Open Science School
NightScience
WAX, iGEM, OCEAN
FRANÇOIS
TADDEI
?
External Governance
Internal Governance / New Roles
Formalization of Work Process
Community Management
People Development
Project Portfolio Management
April
May
June
July
Sept
Oct
Nov
Dec
Working Principles
We take
collective responsibility
for the implementation and functioning of the new organization of CRI
We use a
participative approach
, including all who are concerned, to define the new organization and new working processes
We use
iterative implementation
, with successive adjustments if needed, according to experience and feedback
We apply
transparency all the time
for all CRI members, on the target vision, on the actions to be taken, and on their state of progress
How will the change be managed and governed?
Every initiative placed under the responsibility of a member of the Board

A project team for every initiative

A regular review of progress by the Board and Comite de Pilotage

An external support (e.g. James Carlson)
Define the detailed role and the composition of the Conseil de Surveillance and SAB and the practical working modalities, e.g. frequency of meeting
Define the working modalities with the FBS, e.g. composition of the committee, the frequency of meeting, type of schedule
Writing of legal texts and agreements
Define calendar of the meetings and the terms through mid-2017
Design
Finalize and validate the legal texts
Send the invitations (Conseil de Surveillance, SAB)
Set up authorities of governance, according to defined calendar
Implementation
Change Management
Internal Communications
Evolution of Human Resources
Evolution of Technology
Clarify the distribution of roles between the leaders and make it transparent to the organization
Define the roles of the DG, the DGD and the person in charge of the strategy, the development and the partnerships and the operating procedures of the Executive Committee, e.g. role founder members, frequency of the meetings, focused subjects
Define the operating procedures of the various poles, the role of the transverse coordinators and the modalities of this coordination
Establish the transparency on the roles of each within the teams, in particular support functions (e.g. HR manager) and clarify the internal ways of functioning
Design
Set up of the target governance and the new roles
Follow processes to update the roles
Implementation
Formalize 10 transverse key processes:
Definition of the strategy
Management of a project
Answer to a call for proposals
The everyday life within a team
Preparation of the budget
Exécution of the budget (in recipes and in spending)
Création of a post
Recruitment
Management of performance
Renewal, transformation or end of work contracts
Formalize the specific processes to the teams for volunteerism
Design
Set up concretely the new processes
Schedule regular review and consideration of processes
Adjust if need the processes
Implementation
Define rituals of communications and sharing
Develop the "specifications" of the internal tool of continuous transparency of the information and data collection required
Define the modus operandi for updates from the Executive committee and the format of internal newsletter (e.g. contents, frequency, persons in charge)
Define specifications of the internal tools of communication
Create the Work Design Team
Design
Establish and practice the rituals
Begin sharing internal communications
Begin training on tools
Start sharing internal newsletters and updates
Implementation
Finalize recruitment timeline
Finalize Employer Value Proposition
Design Process of Job Descriptions
Design Recruitment Process
Performance Management Process
Contract Renewal Process
Process implementation modalities
Design
Set up the new processes
Assure processes are reviewed
Adjust the processes
Review the recruitment list to plan and include them in the multiannual budget of the CRI
Implementation
Define the modalities of support of the productive projects
Define the "specifications" of the "tool" Idea Tank, assuring the follow-up and the transparency on the initiatives and the current projects
Issue census of the initiatives and the current projects
Issue census of mentors' pools / godfathers / peers
Specify ready for delivery required in every project and the modalities of management of the projects (e.g. distinguish rules to be vs respected. Simple 'best practice')
Define the indicative budget for every project and every pole and calendar of the meetings of various projects
Design
Build the Idea Tank
Create a census of projects
Manage projects in a tool
Connect projects to resources
Set up the budget
Set up the modalities of support of the productive projects
Implementation
External Governance
Internal Governance
Formalize Process
Community Mgmt
People Development
Portfolio Development
Change Management
Internal Comms.
Evolution of HR
Value Meter / Feedback Methods
We need your feedback.
We continue to refine and seek feedback.
Vision, Mission, and Strategy together
Education through research
Engaging and including communities and the general public beyond University walls
Providing continuous education opportunities to anyone across the spectrum of life, beyond university or workplace.
Cornerstone of CRI future sustainability.
PASCAL
HERSEN
Accelerating and enabling the launch of entrepreneurs and entrepreneurship, both individuals and associations.
Official context for supporting and incubating labs and researchers in a collegial environment
ARIEL
LINDNER
SOPHIE
PENE
How to use empty spaces at Montparnasse to enable explorations?
Move to Montparnasse
research idea
project for improvement
new startup
new social enterprise
development of CRI itself
researchers who have a project
student idea or project
new academic program (e.g. new master)
Evolution of Tech
(makerspace)
ANGE
ANSOUR
Design
Pursue the methodological support for the teams
Pursue the follow-up, the reporting and the preparation of the points of arbitration
Help the teams in charge of the budgetary processes and RH to identify the implications of the implementation of the initiatives
Implementation
Design
Set up the new rituals for community
Set up the new modalities of internal communication
Implementation
Finalize the recruitments and welcome the newcomers
Identify the possible needs for training bound to the implementation of the new organization (e.g. new processes) and coordinate if necessary their deployment
Design
Identify the possible needs for training bound to the implementation of the new organization (e.g. new processes) and coordinate if necessary their deployment
Implementation
List IT needs
Define the requirements
Prioritize needs, validate against current projects
Research technology options
Evaluation of tools
Design
Implement technologies
Schedule training
Convert data and information to new formats
Incorporate use of technologies into leadership culture
Implementation
Form an internal team for development
Recruit external supports and consultant
Form the Work Design Team
Define norms and values for communications and collaboration
Begin mapping of communications methods and tools
Establish regular schedule of updates from leadership
Define format of internal communications
Work Design Team
BOLBEC Christine
WINTZER Fleur
DELEAGE Frédérick
N'GUYEN Jeannette
PHAN QUANG Julie
LHOSTE Kevin
MAINGUY Gaëll
SUSSFELD Nathalie
CHEVALON Gaëlle
DOUHARD Léa
DOUILLARD Lucie
Doing the daily work
Determining how to do the work
James Carlson
Work Design Team
STAFF
Students
New design for the lobby entrances, new concepts for creative spaces
Installation of first custom room design
New creative space used to enable exploration for students, staff
External funder agrees to support development and maintenance of creative space
Huge amount of material. FAQ please?
Yes! We have created an open document in Google Drive.

Ask questions there, and we will capture questions from today into that document.
Licence
one of many representative examples. NuitBlanche, l'Openlab, in each and more can be found the three themes of CRI
CRI NOW
Worst CRI
Best CRI
Formalize and clarify the
formal governance of the CRI
, eg.: Relations with the FBS, UPD, CA, CS, Board, Committees
Clarify and make
transparent the distribution of the roles
between the leaders and the internal organization
Clarify roles and responsibilities
, within the CRI and within every project
Create a
project management process
to support projects according to their maturity, to bring them to success ("keep the promises")

Clarify the
processes of decision-making
, create respect for the decisions and a process for
conflict resolution
Structure the process of elaboration of the strategy, in terms of
portfolio management of projects
and of explicit modalities of impact
Better formalize and respect the
key working processes
(eg. : Budget, RH), and to think of the processes of evolution of the processes
Promote and
develop the identity of the CRI
, its values and the links within the community of the CRI
Strengthen the
internal communication
: on the orientation of CRI, the decisions made, the evolutions of people and responsibilities
Strengthen and clarify the modalities of
delegation of management
(empowerment, distribution of decision-making) and
performance management
, in a culture of delivery and accountability)
Make
"talent development"

(attract, motivate and develop talent) a priority of the CRI, both for the support staff as for the other members of the CRI, and keep our promises on the subject
Create alignment between talents and responsibilities on a global level and project-by-project
Structure
Process
People
12 Areas of Focus in the Transformation
and much, much more
Passionate
Open minded
Visionary
Making a difference
Empowerment
Autonomy
Taking initiative

Inter-disciplinarity
Innovation
Collective spirit
Feeling part of a community
Common objective

Sense of the common good
Professional development
Sense of hearing
Accountability
Creativity
Efficiency

Well organized
Meritocracy
Collegiality

Fear
Slowness
Arrogance
Bureaucracy
Siloed
Conflict
Invisible hierarchy

Enable startups, associations, and concrete developments of student projects and other initiatives.
The Relationship between our Values and the Future Possibilities for CRI
Longer-term projects - regular / consistent feedback mechanisms / updates
BOARD area of responsibility
Open Lunch Forum
May 19

Topic:
Creating a Culture of Respect with regard to Gender and Inclusion

Agenda
Opening
Ground Rules
What does respect mean to you?
Additional Rules
This is the Open Lunch Forum at CRI, which happens about once per month. The Forum takes one hour. In it, we discuss and develop a topic related to the evolution of CRI: the CRIvolution.
To participate, please follow the ground rules. The most important ground rule of the Open Lunch Forum is that the use of virtual communications is strictly forbidden, except by the facilitators.
However, virtual documentation, notes, and planning related to this Forum are online and available to all, and you will be given information on how to participate virtually after the Forum is closed.
So, please close your laptops, turn off your phones, and remain in this room. Today’s topic is TOPIC. This forum is facilitated by FACILITATOR NAMES and was co-designed by CONTRIBUTOR NAMES.
No interruptions or cross-talk
Take time to think before speaking
Share your words even if they are already spoken, so they can be enlarged.
Reflection
What has been your experience of respect as it relates to gender and inclusion at CRI?
For one silent minute, consider this question: What has been your experience of respect as it relates to gender and inclusion at CRI?

You are not required to share your experience - it is optional.

You will have only a brief time to share, to be respectful to all; keep this in mind.

We want to hear your experiences, not complaints.

Any kinds of experiences are welcome, negative and positive.

Speak for yourself, not for others.
1 minute
Silence
CALME
Sharing
Stand up if you want to share, let us count you so we can calculate the time.
Will everyone who has an experience to share please remain standing?

You will have # minute to share your experience.

Then just sit down.

No one else can respond to what you said--there is to be no ‘cross-talk’ and no interruption.
1 minute
LISTEN
Brainstorm
5 minutes to brainstorm
Prepare to share
Now, you just brainstormed ideas. Now take the time to prepare those ideas for the best sharing with the larger group. Decide who will present the ideas. Write down the ideas concisely. Take 2 minutes to prepare up to 1 minute of sharing.
How do the strategies reflect the concepts we all just shared? What is the simplest recommendation you can imagine to improve these ideas with respect to inclusion and gender?
Everyone is a born researcher, learner and change-maker growing in and contributing to a global campus.
Vision:
Mission:
We explore, invent, and implement new ways to
learn, teach and do research
in order to mobilize collective intelligence towards global open challenges.
Strategy:
What is our vision, mission, and strategy?
We will focus on meaningful challenges, at the interfaces between
life sciences
,
learning society
and
digital transformation
.
1
We will enable ever more people to explore by providing access to resources, peers and mentors.
2
We will develop open, scalable learning through research approaches across disciplines to render the best education and science available to ever more people.
3
2 minutes to prepare
Share ideas
One group at a time
Present your ideas
1 minute
1 minute to share per group
Everyone is a born researcher, learner and change-maker growing in and contributing to a global campus.
Vision:
Mission:
We explore, invent, and implement new ways to
learn, teach and do research
in order to mobilize collective intelligence towards global open challenges.
Strategy:
What is our vision, mission, and strategy?
We will focus on meaningful challenges, at the interfaces between
life sciences
,
learning society
and
digital transformation
.
1
We will enable ever more people to explore by providing access to resources, peers and mentors.
2
We will develop open, scalable learning through research approaches across disciplines to render the best education and science available to ever more people.
3
Open discussion
What is the simplest change to implement first? What is your reflection on today?
Speak one at a time
No cross-talk
8 minutes to discuss
Follow through
How could we measure the current state? If we made any of the suggested changes, how could we measure the change to CRI over time? To share your perspectives, please make comments on that question in the Agenda for Thursday Open Lunch Forum, the link to which is in your invite to this Forum.

THANK YOU
CLOSING

To participate in the design of a future CRIvolution Open Lunch Forum, or to participate in follow-up discussions related to this topic, please access the Google Document which is the Agenda for Open Lunch Forum. The document will be attached to your calendar invitation for this event. Thank you, please enjoy the tea and coffee!
Facilitators (those who will coordinate the discussion during the forum)
James Carlson
Gaelle Chevalon
Co-designers (those who provided inputs to the design of the event)
Flora Vincent
Sofie Leon
Aude Bernheim
Gaellee Chevalon
Léa Douhard
Benedicte Gallon
Ange Ansour
Véronique Foucray
James Carlson
Gaell Mainguy
Tudor Tarlev
Getting Answers to Emails
Tolerance
Reciprocity
Aspiration
Listen
Consideration
Acknowledgement
Engagement
Responsibility
Honesty
Empathy
Feedback
Transparency
Self-control
Polite
Trust
Being valued
Mistake-friendly
Equity
Diversity
Respect
Rules
Liberty
Commemorate
Recognize
Equality
Timing
Sensibility
Create respect through more connectivity : choose in person over sending email to someone in adjacent office
Use humor to bring together people more broadly, to lower barrier of entry for people to become engaged in culture and relate better
A wall with a picture of the most respectful person of the week, of the month-- a mosaic of the people who are exemplars of respect would thus emerge
The goal of CRI is to educate as many as possible and include everyone. We do this with freedom, and freedom itself can be exclusive (to some people.) So strategy for pedagogy is to bring everyone to be able to be educated in the way they understand. To take them from current state where framework is needed to a state of freedom.
Say hello and thank you in your emails and morning greetings
Go talk to people directly when there is conflict instead of emails
Identify a method to signal a lack of respect and to create legitimacy for that method
Create a safe environment
Communicate to public with resources to get more women, more minorities in science in general without being patronizing

Use special hellos to everyone each day
Open office door
Adopt basis of 'human' vs. gender concepts to one another
Being in a good mood
avoid email to solve conflict
see big sign saying get respect give respect
more information exercise to create a chance to laugh a bit
adopt plan of action for putting a stop to disrespect
modify strategy to be more explicit about respect being part of culture
more cross-team interactions
learn about each other as people - simple way to display information about nice pictures of people and the team they are in
protocol of introductions for all meetings (gamify)
experiment concept: small bells, aware there is disrespect to him or her, or interruption, or poor language, the bell can be rung to bring awareness
fostering self respect before asking respect for other
having positive inclusive role models
collect gendered stats
we have to keep improving - several discussions before, so keep going
how to measure and mnitor
https://docs.google.com/document/d/1ubUxpMEf_0ywKncHtIurPMR_cDrj9hJrVUOKKpwwWro/edit#heading=h.mo6xhlphqhlw
Click for Doc
Type
Say Hello
SUPPORTS
Reaching Out
PhD
Master
Bachelor
Lifelong Learn
DEVELOPMENT
Savanturiers
Do It TOgether (DITO)
EdTech
AIV
FdV
FdV
FdA
DIRECTOIRE
COMITE DE SURVEILLANCE
S.A.B.
PEDAGOGIC COUNCIL
CRI BOARD
Started in 2014
Started in 2007
Started in 2004
Started in 2014
Started in 2011
l'OpenLab
Executive
Leadership
Enable creation and development of new partnerships and programs that impact across CRI functions
Identify new opportunities for growth both internally and externally
Negotiate linkages between new opportunities and the rest of the internal organization
Enable and manage the day to day work of the CRI as a legal, financial, and formal organization
Office Manager
Accounting
Facility
HR
IT / IS
Web
Legal
and Communications
CATALYSES
Makerspace
GameLab
MOOCLab
MobileLab
Research
Pepiniere
Access to resources, facilities, networks, training, equipment, and development models to enable projects to succeed
DU / VAE
Learning Society
Life Sciences
Digital
Transformation
Open Science School
NightScience
WAX, iGEM, OCEAN
Education through research
Engaging and including communities and the general public beyond University walls
Providing continuous education opportunities to anyone across the spectrum of life, beyond university or workplace.
Cornerstone of CRI future sustainability.
Accelerating and enabling the launch of entrepreneurs and entrepreneurship, both individuals and associations.
Official context for supporting and incubating labs and researchers in a collegial environment
FRANÇOIS
TADDEI
ANTOINE
TALY
DGD
GAELL
MAINGUY
AMODSEN
CHOTIA
ARIEL
LINDNER
Define the strategy and partnerships, explore new ways to enable and explore
FRANÇOIS
TADDEI
?
PASCAL
HERSEN
ARIEL
LINDNER
SOPHIE
PENE
ANGE
ANSOUR
Enable startups, associations, and concrete developments of student projects and other initiatives.
ISABELLE
HILALI
CRI Community
Entrepreneurship
Full transcript