Freelancer profile translated to English.
Back to original languageAbout Caroline
I strongly believe in the power of collective intelligence and creativity to multiply team efficiency in companies and enable them to truly meet the challenges of our world in transition. Crises are multiplying, and it is becoming obvious that we must collectively invent new paradigms to build a sustainable, equitable, and desirable future.
We all have a role to play. Personally, I offer a methodological toolkit and business experience that allows us to mobilize groups and support them in solving systemic problems, combining rigor and creativity.
I am trained in innovation and collective intelligence methods and hold degrees from Ecole Polytechnique in technological innovation and Ecole des Mines de Paris in innovative design.
Examples of support I offer:
- Awareness modules on innovation culture, methods, and postures, for employees, 1h to 3h depending on desired themes and formats
- Design and facilitation of collective intelligence workshops on business or organizational topics using creativity, design thinking, and/or CK-DKCP methods, workshops from 3h to several days depending on the issue
- Tailored support for the design and implementation of a cultural transformation strategy.
English
Native or bilingual
German
Conversational
Remote only
Primarily works remotely
Experience
- SLB CompagnieCo-founderCONSULTING AND AUDITSSeptember 2020 - Today (5 years and 8 months)Paris, FranceOur consulting activity in managerial and ecological transition:- Employee acculturation to climate and biodiversity issues- Design of collaborative innovation dynamics to achieve ecological transition at all company levels- Launch and facilitation of impactful learning networks
- SNCF RéseauHead of Cultural TransformationTRANSPORTATIONOctober 2014 - December 2019 (5 years and 3 months)I joined SNCF Réseau in 2014 to help build its Innovation Department. There, I designed SNCF Réseau's cultural transformation strategy, recruited the team of 18 employees who bring it to life, and managed the activity for 5 years.This journey took place in three stages; you will find below some information on the activities I implemented.STAGE 1 as Innovation Project Manager - Managerial Transformation and IntrapreneurshipMission:Lay the groundwork for the managerial transformation program of SNCF Réseau's new Innovation Department.Achievements:-> Implementation and facilitation of the SNCF Réseau Innovation Ambassadors network: a learning network of volunteers wanting to advance the company, from all professions and hierarchical levels of SNCF Réseau. The network is celebrating its 4th anniversary and has 170 members.1. Co-construction of the cause driving this network, the shared vision of the desirable innovative company, a set of 6 values to disseminate within the company to develop its innovation culture, and a choice of methods to promote for successful innovation projects.2. Member development through specially designed training and learning trips.3. Design of programs tailored to the needs of the Ambassadors to address the innovation challenges of their entities, particularly a cultural transformation program to be deployed in all willing entities.-> Design and facilitation of collective intelligence innovation workshops on business issues using Design Thinking and CK/DKCP methods.STAGE 2 as Department Manager - Dissemination of Innovation CultureMission:As cultural transformation activities grew, I formed and managed the team of the new Innovation Culture department within SNCF Réseau's Innovation Department, and developed its offerings.Achievements:-> Recruitment, training, and management of a diverse team of 10 employees to champion the cultural transformation challenges of the Innovation Department: engineers, designers, community managers...-> Development of the Innovation Ambassadors network: recruitment and consolidation of its role and messages.-> Facilitation of a series of inspirational conferences.-> Design and deployment of a new cultural transformation program, the Check-Inno approach, which allows each entity to build, collectively and at its own level, a culture and systems that unleash its innovation potential, following three steps:1. Preparatory meetings to "take the temperature" of innovation and generate curiosity and desire.2. A major collective day to diagnose the innovation culture and imagine new ways of working for the future.3. Support for the implementation of ideas generated by the teams.-> Writing and filming, with a group of Innovation Ambassadors, an original and engaging web series to promote the network's 6 values and generate discussions around innovation culture: Strange Innovation.STAGE 3 as Head of Dreamove: "Unleashing Innovators and Catalyzing Transformations"As the two historical departments of the Innovation Directorate (Culture and Projects) were to merge, I was responsible for leading this merger and consolidating a unique offering: Dreamove. Dreamove's mission is to unleash employees' dreams and equip them to build tomorrow's company today.Missions:- Merge the offerings of the Innovation Culture and Innovation Project Acceleration departments into a single cultural transformation offering for SNCF Réseau.- Rebuild and manage the merged team of 20 employees.- Develop the offering of the new Dreamove department.My achievements:-> Merger of the two teams and construction of a new shared vision.-> Synergy of the two departments' offerings to form the new Dreamove offering.-> Internal dissemination of the Strange Innovation web series: a humorous web series conceived and led by Dreamove, written and performed with the Innovation Ambassadors to engage discussions on postures that favor or hinder innovation and collectively create representations, a common imaginary around innovation:1. 6 short episodes addressing 6 action principles promoted by the Ambassadors in their manifesto: desire, dare, explore, disrupt, undertake, share.2. A fictional story based on real anecdotes shared by employees, treated caricaturally to provoke discussion.3. Proactive dissemination on Yammer to reach the widest possible audience, accompanied by educational input. 2600 followers on Yammer, average engagement rate 22%.4. Local screenings with teams, facilitating discussions on key messages.-> Design of new acculturation events, the Innovation Days, experiential days on innovation culture to sow seeds in employees' minds: meetings, methods, questioning...In 2018, the Innovation Days took the form of escape games based on the universe of the Strange Innovation series.
- ApplidiumProject ManagerDIGITAL AND ITApril 2013 - October 2014 (1 year and 6 months)Management of design and development projects for mobile applications for large groups in France and internationally: AXA, Canal +, L'Oréal, Manpower, MTV, Parkeon, RMN, Sanofi, Vinci Park, Volkswagen.Skills acquired in functional team management, client relations, development schedule management, mobile interface design, and mobile development (front and back end).Operating systems / mobile platforms used: iOS / iPhone and iPad, Android / smartphones, tablets, and Google Glass.
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Education
- Degree from Ecole PolytechniqueEcole Polytechnique2013Formation d'ingénieur généraliste et spécialisation en innovation technologique
- Civil Engineer degree from Mines ParisTechMines ParisTech2012Spécialisation en ingénierie de la conception, théorie CK et méthode DKCP.
Certifications
- Lego© Serious Play©Association of Master Trainers in the LEGO© SERIOUS PLAY© Method2017