Download to read offline
Uploaded byNicolas Georgeault
Solving problems! and what we could learn from covid19
The document discusses innovative problem-solving methods in the context of the COVID-19 pandemic, emphasizing frugal innovation and the concept of jugaad as a means to address challenges with limited resources. Nicolas Georgeault, the founder of Mubrain Inc., shares insights on the importance of collective intelligence and adapting business processes through intelligent metadata classifications. Additionally, it highlights the need for user empowerment and education in utilizing tools like Microsoft 365 effectively.
More Related Content
![[DF2U] Data Management: There’s gold in them details](https://cdn.slidesharecdn.com/ss_thumbnails/df2uboinformatica-110331070408-phpapp02-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Solving problems! and what we could learn from covid19
More from Nicolas Georgeault
![Vibe Coding vs. Spec-Driven Development [Free Meetup]](https://cdn.slidesharecdn.com/ss_thumbnails/vibecodingvsspecdrivendevelopment-251209105622-43f455e7-thumbnail.jpg?width=640&height=640&fit=bounds)
Solving problems! and what we could learn from covid19
- 1. Solving problems! And WhatWe Could Learn from COVID19 NICOLAS GEORGEAULT – FOUNDER AND PRINCIPAL PRODUCT MANAGER @MUBRAIN INC. | EXTEND YOUR COLLECTIVE INTELLIGENCE HTTPS://WWW.LINKEDIN.COM/IN/NICOLASGEORGEAULT
- 2. About me Founder andPPM @MuBrain Inc. Over 20 years of experience in KM 13 years with Microsoft SharePoint Microsoft Specialist and Partner MVP for 11 years Machine Leaning certificate from Stanford University Co-author of books about SharePoint Mad about Jazz clubs, music and Horse-Ball
- 5. MuBrain A Research Group Can buildIntelligent and polymorph metadata classifications? What common sense means for the business? Where Collective Intelligence brings to common sense? Can we evaluate the IQ of a service or an artificial intelligence?
- 6. MuBrain A Product Editor 5 applicationsin the roadmap Based on a Polymorph metadata system A classification capable to adapt to people Using graph database structure Built on EnterpriseBrainTM Corporate Graph
- 7. “I limit myselfto the strictly professional sphere, without neglecting the impact that a personal tragedy can have on our lives” - PERSONAL QUOTE – FROM THE FIELD
- 8. disaster or asan opportunity
- 9.
- 10. Stuck in abox!
- 11. One day, theywill return to their offices...
- 15.
- 16.
- 17.
- 18.
- 20.
- 23. Frugal innovation Frugal innovation providesways to do more and better with less. It helps us to solve problems with limited resources in a sustainable way and to address inequality and empower billions of people at the bottom of the pyramid.
- 24. Jugaad refers to anon-conventional, frugal innovation, often termed a "hack". It could also refer to an innovative fix or a simple work-around, a solution that bends the rules, or a resource that can be used in such a way. It is also often used to signify creativity: to make existing things work, or to create new things with meager resources.
- 25.
- 26. Migration effort Old solution New solution Identify the solution Migratethe data Customize the user experience Manage the change From unhappy… … to unsatisfied
- 27. Migration effort Old solution New solution Identify the solution Migratethe data Manage the change From unhappy… … to curious
- 28.
- 29. Me…When I thinkabout M365 message center…
- 31.
- 32. References Jugaad Innovation: ThinkFrugal, Be Flexible, Generate Breakthrough Growth Hardcover ◦ https://www.amazon.ca/Jugaad-Innovation-Flexible-Generate- Breakthrough/dp/1118249747 Navi Radjou: Creative problem-solving in the face of extreme limits ◦ https://www.ted.com/talks/navi_radjou_creative_problem_solving_in_the_face _of_extreme_limits
- 33. Educate and helpusers Do not explain how to create a Private Channel but why to create Empower some local people to help others (I hate champions…) Use you support team Publish short videos using Stream 50% of time, users do not really need a Private Channel https://www.jbs.cam.ac.uk/whats-next-how-to-survive-thrive-in-a-post-covid-19-world/
- 34.
Editor's Notes
- #3 Hello everyone, my name is Nicolas Georgeault. I am French by origin but I moved to Canada 9 years ago. I am a consultant specializing in Microsoft 365 and especially knowledge management.
- #4 That's why I started the MuBrain’s Collective Intelligence Research Initiative 4 years ago.
- #5 The goal of this research group is to understand the evolution of knowledge management in heterogeneous environments where human and artificial intelligences must collaborate.
- #6 How to process feedbacks that could come from systems with automated or semi-automated learning to reintegrate them into the human learning loop.
- #7 Today, I would like to present my personal experience but also my reflections on an event that I identify as major and which I believe will mark our history for many years in our professional life. I am currently working with a private company in close contact with Quebec government institutions. I support the overall effort to implement Microsoft 365 for the 1,400 users. And I'm particularly involved as a Microsoft Teams specialist.
- #8 I want to make it clear that I limit myself here to the strictly professional sphere without neglecting the impact that a personal tragedy can have on our lives in our companies.
- #9 With each major event that occurs, we then have to choose to consider it as a disaster or as an opportunity. In Quebec, as in many other parts of the world, heavy government decisions had to be made. Decisions that we cannot fully assess yet are the impacts on the operations of our businesses and our professional activities.
- #10 But there has been an event that offers us a great opportunity to do things differently. We all know how changing the way we work and the way we see things can be extremely complicated when companies have been using the same processes for years.
- #11 But all these processes that have been in place for several years often represent obstacles to the innovation capacity of our companies. Brakes on our ability to think differently. "Outside the box." By 2020, many companies or professions have and will still have to implement changes that they still considered impossible until the end of 2019.
- #12 We all have in mind the case of remote work, which has become the most logical and obvious choice to be put in place for many workers who are still waiting to be able to return to their offices one day. "One day, they will return to their offices... That's a phrase we used to use before 2020. Rather, the question is, "Should we finally get back into an office?" or "Does our business really require an office?"
- #13 These are all questions that have been needed since the beginning of this year. Questions that any start-up company has to ask but not the companies "established" for several years. Like many companies, I had been accompanying a client since last September to the deployment of Microsoft Teams. The choice was already obvious to this company that putting in place a conversational tool was a no-brainer. But like any tool that changed the information chain, its implementation was eminently political.
- #14 This is not only true in the professional sphere but when a way of doing things or a process needs to be questioned, there are often two important levers. The first one is: Keeping history, Legacy (And sometimes the weight of legacy as we know with all the migration projects) And the second one is: don't upset the hierarchical convention
- #15 And it is common for these levers to act against the challenge effort. Often closing opportunities yet indispensable for reflection. For example, whether or not Microsoft Teams's "private" conversations are activated or whether or not private channels are used in Teams teams. At the beginning of the year, hierarchical conventions were put to the test for two specific reasons:
- #16 The emergency
- #17 Lack of resources
- #18 The sudden decision to stop travel to avoid rapid and unpriced rapid spread and the lack of everything caused by the slowing down of these displacements in economies and professional environments still too based on physical presence and abundance of resources, have placed most companies in a precarious situation for at least some time.
- #19 Because the reaction was nevertheless relatively rapid. Thanks to the support offered by most governments, companies have been able to focus their efforts and imagination on being able to respond to the most urgent: "Deliver service to customers" from "Doing with less resources, without further delay"
- #20 This is exactly what Frugal innovation has been offering since now. We are not talking about doing better here, because the notion of better or less well is subjective to say the least. But no, here we're just talking about doing.
- #21 What represents a major change here is that for a while yet, the customer, the user... Since the beginning of the year, it has also been projected into a profound questioning of its activities and the way it consumes them.
- #22 Is it going to last? No one can predict that. That is where this represents a real opportunity. It is this type of approach that regularly allows emerging solutions, often in a niche, to meet a great success. Simply because they focus on the essentials: "Solve a problem!"