Our SynapsCore solution – Performance optimization and organizational agility

Jan 24, 2023 | SynapsCore

We have developed a revolutionary technology to optimize business agility and performance.
Our solution is used by thousands of people to choose, connect and manage their individual and collective goals.

Our mission is to offer them a simple and secure work space so that everyone can express their full potential.
Our solution integrates four management systems:
It serves first to connect strategic, tactical and operational objectives,
It is then used to manage projects and project portfolios,
it also serves to measure and optimize operational excellence,
it is used to identify and control risks our solution integrates all the functionalities to collaborate on a large scale with maximum efficiency.

Users launch challenges to identify opportunities, then use trays to sort and prioritize opportunities. It then transforms these priorities into individual and collective objectives.

Finally, they associate an action plan to each objective and use the platform to track the progress and impact of all their actions.

Our solution is used worldwide by dozens of companies of all sizes and in all sectors of the economy.

Real-time translation gives everyone the freedom to work in the language of their choice.

The SynapScore solution and the vision of its founder are recognized in France and abroad, in 2018 SynapScore entered the Top 5% of the early metric ranking of the 1200 most innovative European technologies. In 2022 Serge DAUTRIF received the award for the most innovative Souillot of the year in the collaborative platform industry

SynapScore technology

Let’s talk about the SynapScore technology, there are many collaborative tools but SynapScore is the only platform that integrates :

surveys,
digital workshops,
management by objectives,
project management,
task management,
community management

Our question engine asks your employees in their own language, analyzes their answers in real time and gives them the opportunity to compare their points of view. It also generates highly structured opportunity sheets to turn ideas into action.
Collaborative trays allow opportunities to be sorted according to their simplicity, their impact, their urgency.
The operational teams take ownership of the actions that need to be taken in the field, and the General Management can then focus on the more global opportunities.
Once the priorities are sorted the users transform them into individual and collective goals, the goals are then connected vertically and horizontally. Vertical connections link the goals of management with those of the field; horizontal connections break down silos and link the goals of different departments

Our case studies

I now propose to look at four client cases:
TECHNIP used our solution to reduce work-related accidents. It mobilized all of its employees to identify situations and behaviors at risk. 70,000 opportunities were identified, sorted and transformed into objectives and action plans. This approach, which was carried out in less than a month and involved more than 20,000 people, led to a 30% reduction in work-related accidents.

Elkem Silicones uses the SynapScore platform to deploy and monitor the company’s strategic objectives. Real-time translation enables teams to collaborate globally using SynapsCore’s unique data model. Teams can connect their goals and projects by business unit, by function and by country.

The Air Liquide Group used the SynapScore platform to audit its industrial management macro processes. Following this audit, all macro processes were rewritten and the new management system was deployed in 80 countries and 200 subsidiaries. The management of this program has been fully managed on the SynapScore platform

The EGIS group used the SynapScore platform to survey all its employees and ask them to identify time-consuming activities for which they did not see the added value. Each employee was then asked to propose solutions to reduce or eliminate these activities. The 20,000 opportunities thus identified and sorted out have enabled the group to improve its profitability by 2% in 12 months

The Methodology

I will finally detail the technical case in this example, the security director launched a global challenge by inviting 20,000 people to share their experience and ideas. In two weeks 70,000 opportunity cards were produced. A 90-minute workshop then mobilized 2,000 people to review and sort their cards. 3000 objectives were then deployed and accompanied by 15000 actions, 80% of these actions were carried out within three months of the workshop. They have reduced the frequency of work-related accidents by 30%.

Our platform integrates a library of challenges to optimize and accelerate the resolution of problems that are typically encountered by all major functional departments. These challenges can be easily adapted to the context and specific issues of each company

I hope that this presentation has allowed you to understand why and how to use our solution our team and our partners are of course at your disposal to answer your questions to make a demonstration and to accompany you if you wish to use our solution do not hesitate to contact us

Words are important

Dec 20, 2022 | Methodology

We don’t manage by objectives: we pilot the objectives and manage the women and men.

MBO (management by objectives) has a negative image because the terminology used suggests that objectives take precedence over people.

This idea is reinforced by other dubious expressions such as “human capital” or “human resources”.

The expression “human capital” suggests that the company owns the people and that it uses this “asset” to achieve its objectives.

The expression “human resources” is no better: people prefer to be considered as “sources” of knowledge and inspiration rather than “resources” that are consumed and sometimes wasted by the company.

These words, deeply rooted in our daily vocabulary, seem anachronistic today.

They refer to the modern times of Charlie Chaplin where the mechanization of tasks sent the individual back to a role of executor.

They hark back to the older, darker days of slavery when the value of a cotton field was determined by the number of slaves who “worked” it.

And if we go back in time, the TRIPALIUM which is the origin of the word “work” was an instrument of torture.

On the other hand, managing objectives is a natural and indispensable component of any human activity: setting objectives collectively and individually, defining criteria to “objectively” measure the achievement of our objectives, establishing action plans and distributing roles, monitoring actions, controlling budgets, measuring results, adjusting objectives, reviewing priorities, etc.

Whether it’s going on vacation or sending a rocket to Mars, having goals is as necessary as making the journey together, showing solidarity in times of trial, learning, growing and celebrating, …

Between Taking and Undertaking, the subtlety is great because Undertaking Together is the very essence of any Company.

Missions, vision, values, culture (…): it is by putting the Human being at the center of the game that the most beautiful human adventures become formidable successes of Company.

This is the spirit of Jean-Jacques Rousseau’s Social Contract.

The art of setting effective goals and key results

Dec 3, 2022 | Methodology

Today I’m talking about performance indicators …

Leading vs. Lagging (advanced / delayed)
Outcome vs. Output (why / how)

When you analyze the individual and collective objectives of a company, you can get a fairly accurate picture of the management culture by measuring the ratio (%) of the number of OUTCOME objectives to the total number of objectives

If this ratio is low, the dominant culture is one of execution: actions are taken and deliverables are produced.

If this ratio is high, the dominant culture is one of added value: who I work for and what added value I bring to them.

This reasoning applies to all business lines, including support functions which, as business partners, are responsible for providing added value to their internal customers.

Example: if the CRM project manager’s goal is to deploy in 20 countries, he thinks OUTPUT (HOW) … but if his goal is to save salespeople time and help improve their performance, then he thinks OUTCOME (WHY).

Another way to find OUTCOME indicators is to ask yourself: when I have completed my work (done all my tasks and produced all my deliverables), how will I measure the value of my work to those who benefit from it?

Are we “programmed” to let our own house burn down?

Dec 3, 2022 | Intelligence

Behind every decision is a motivation and behind every motivation is a need. According to Maslow, we seek to satisfy our needs in a certain order and our number one priority is to satisfy our basic physiological needs. A hungry person will put his or her life in danger to get food.

The problem is that we do not feel a vital need to preserve our home.

Most of our “responsible” behaviors respond to secondary needs of self-esteem or personal accomplishment: I sort my garbage because it is responsible, I plant trees because I feel useful.

On the contrary, most of our “irresponsible” behaviors respond to primary needs, physiological satisfaction and security: I transform the forest into fields to feed myself, I eradicate species to protect myself.

To preserve our planet, we must profoundly change our relationship to the world and reprogram the hierarchy of our needs to make the preservation of our home an even more fundamental need than the satisfaction of our own physiological needs.

Are we individually and collectively capable of making environmental preservation the “zero” level of our Maslow pyramid?

In practice, this would mean that we would (for example) be able to accept to feel hunger and thirst if that was the price to pay to preserve our planet.

No animal is capable of this. The hungry animal eats without worrying about the consequences on the environment. But we are not animals and our intelligence could perhaps allow us to reprogram the hierarchy of our individual and collective needs.

The time of liquid organizations

Nov 29, 2022 | Intelligence

The forces at work in the knowledge economy require a complete paradigm shift in the way organizations are thought of and managed. This revolution concerns all forms of organization.

The hierarchical organization has made the success of large industrial companies. Vertical structuring coupled with a high degree of task specialization has resulted in increased quality, optimized capacity utilization and reduced cycle times. The priority is then given to efficiency.

Industrial Economy:

– hierarchical organization
– tangible assets
– efficiency

The matrix organization has become the dominant model in the service economy. It has made it possible to combine proximity to the customer and the pooling of critical resources. This is the time of dual reporting (hierarchical and functional), shared service centers and cross-functional processes. Without losing efficiency, synergies are sought.

Service Economy:

– matrix organization
– intangible assets
– synergies

The knowledge economy has been imposed with the digital revolution. Today, companies must maintain their efficiency and optimize synergies, but they must also and above all be agile to detect and seize opportunities quickly. Collective intelligence becomes the key asset.

Knowledge Economy:

– liquid organization
– digital assets
– agility

Each organizational model has its own management by objectives system:

– Hoshin Kanri: industrial organization
– Balanced Scorecard: matrix organization
– Objectives & Key Results: liquid organization

We speak of a new paradigm when we profoundly change the ideas and words used to analyze and optimize a system. The new paradigm must retain the advantages of the previous one while meeting new and radically different requirements.

Wanting to use a management system that was designed for a matrix operation cannot work with a liquid organization. Today, it is anachronistic to want to be agile while driving the strategy with goal cards.

When there is a disjunction between the forces of the economy, the organizational model and the management system, the company is not only unable to respond to new challenges (agility) but it ends up losing what made it strong:

– Synergies disappear.
– Efficiency collapses.
– Employees are confused.
– Psychosocial risks are exploding.
– The best talents leave.
– Companies are disappearing.

Changing the paradigm is very difficult because it requires a change in vision, culture, values, behaviors, processes and tools.

Few leaders are aware of this and even fewer are capable of it. Creative destruction does the sorting.

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