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Transformation
To close this first experimental season, we offer you a video giving the floor to the managers, who talk about the system and its advantages for the company; but also a brief review of our adventure (successes, difficulties encountered, lessons learnt, key success factors).
In short, we can't wait to launch season 2 !
We would like to take this opportunity to thank all those who have supported, encouraged and followed us in our tribulations.
See you soon...
Synthesis
In 2018, the HR Strategy & Prospective and Innovation & Prospective departments launched "Hacktion! "the France Télévisions intrapreneurial system, for a first experimental season.
The idea of this system is to make each France Télévisions employee a vector for transforming the company by enabling them to transform their ideas into concrete actions independently, as long as they are in line with the company's strategic axes.
The objectives
- Fostering innovation and in-house problem-solving ;
- To make the company more agile, to encourage cross-functionality between teams;
- To free the energies and creativity of each individual;
- Encouraging and facilitating initiative, autonomy, "trial and error" logic;
- Contribute to the employer brand, to attract and retain talent.
In 2018, the "Hacktion! "scheme therefore proposed a 6-month programme to help projects in three areas to blossom and speed up their development:
- media literacy,
- solving everyday problems or the quality of life at France Télévisions,
- any project that is, more generally, in line with the company's strategic objectives.
The first phase of experimentation validated the relevance of the system and demonstrated that it is a real springboard for transforming the company:
► 20 participants, 5 projects selected, 2 of which are now accelerating thanks to the determination of the teams;► overall satisfaction of the stakeholders with regard to the system, in terms of its objectives, its implementation methods, the support provided, the skills acquired by the intrapreneurs;► objectives achieved: transversality, desilotage, creativity, taking initiative, right to make mistakes...► a first internal community sensitive to the issue of intrapreneurship and a system that is recognised externally.
Difficulties were nevertheless noted during this first experimental season:
► the lack of dedicated time to carry out projects, sometimes difficult to manage, despite the commitment and determination of the intrapreneurs;► the role of the managers needs to be refined, as this new form of managerial practice could generate an exit from their traditional comfort zone;► the little visibility given to "Hacktion! "has prevented federation around the scheme but has also been able to slow down intrapreneurial projects;► support for the scheme and projects requires time and tools for the organising team.
The 7 keys to success for intrapreneurial projects, currently in the prototyping phase:
1 - the ability of project leaders to federate and build a team around them;
2 - integration into an internal and external community of intrapreneurs;
3 - the human qualities of the intrapreneurs;
4 - multiple and varied support, in particular internally;
5 - internal recognition of the intrapreneurs, enabling them to act legitimately and with confidence;
6 - a multifaceted support, both internal and external;
7 - an iterative approach that enables projects to be put into practice.
The success of this first experimental season clearly encourages the continuation of the experiment. A few proposals and recommendations are made to develop the system and adapt it to greater ambitions:
► a season 2 open to a wider population, launched in the 2nd quarter of 2019, with a maximum of 10 supported projects,
► a strengthened and consolidated organising team,
► increased financial resources to ensure enhanced support but also to contribute to the financing of projects in their prototyping phase,
► a COMEX sponsorship, via the support of the Transformation Department, to make "Hacktion! a real company project (and transformation of the company),
► increased communication about the scheme to increase awareness and education and facilitate the action of intrapreneurs,
► the implementation of a tripartite charter (intrapreneur, manager, HR) to oversee the system,
► an agreement from the company to allow each intrapreneur to benefit from days dedicated to their project during their working time during the 6 months of acceleration,
►un intrapreneurial pathway developed for enhanced support, better involvement of managers and better anticipation of the post-acceleration phase,
► a strengthening of the community spirit between France Télévisions' intrapreneurs,
► a sponsorship of each intrapreneurial project by a member of the COMEX or a high-level manager.
