SKEMA Lille Innovation & Knowledge Cycle breakfast

• Today, we are witnessing the spread within companies of practices such as co-development, peer groups, mentoring, reverse mentoring and techniques for mobilizing collective intelligence. These approaches feed into both managerial and training practices. One of the objectives is often to stimulate innovation and creativity. Does this mean that verticality has lost its appeal? Indeed, what these different techniques and approaches have in common is that they encourage cross-functionality, peer-to-peer exchanges and break down the "silos" that may still exist within organizations. Whether we're talking about co-development or mentoring, these experiments are shaking up established benchmarks. On the one hand, it is assumed that knowledge and experience are already present within individuals and teams. The aim is to create the conditions for sharing, by abandoning traditional top-down practices. On the other hand, we are witnessing the creation of links that are superimposed on the more traditional and often more "vertical" corporate links. And to what extent does it represent a break with previous practices? Following a review of research into these cross-functional approaches, we will explore these questions through feedback from field experience. In particular, we'll be drawing on feedback from training programs, notably from SKEMA's Executive programs. We will attempt to identify the benefits of these "transversalized" practices, beyond their differences, and to reflect on their conditions for success. In part 2, Véronique DEVAUX & Claire MORGANT will present Worldline's mentoring program. This program began with a pilot in 2015 comprising 30 Mentor-Mentee duos, and involved 200 people in 2016.

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