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Aelia

Increasing the company’s competitiveness

In 2006, the senior management of Aelia, subsidiary of the HDS group, specialised in the distribution of products for travellers, decided to implement an IIMS^. The project had several objectives :

• human: make each employee an imaginative and committed actor in company life,
• financial improve the efficiency of processes and increase turnover in sales outlets,
• strategic: innovate to confront a rapidly evolving environment.
  

The challenges :

• design and roll out the approach in under 6 months,
• a tool able to faithfully reproduce the group’s organisation.
  

"The main objective of our SMI is to increase the group’s competitiveness. This involves human, strategic and financial issues, such as the improvement of processes and the increase of turnover in sales outlets."
Fabrice Berbessou [Human Resources and Communication Director]

Crédit Foncier de France

"Crédit Foncier has decided to encourage the initiative and creativity of all its staff via a participatory approach to innovation, at the heart of the company's strategy and management system."
Anne Baslez [Communication Director]

Groupe SEB

"The success of our products is the result of ongoing exchanges between Research, Marketing and Development. This networking enables Groupe SEB to keep innovation at the heart of its processes."
Jean-Louis Compeau [Research Manager for the Linen care Business Unit]

Michelin

Push idea management into a new era, involving management

Michelin, which has been practicing idea management for 80 years, wanted to use an effective tool to develop the role of managers in an already well-developed idea management approach.

The challenges were :

• use existing idea databases,
• roll out throughout the world a common platform taking cultural differences into account,
• involve all management.

NOZ

Develop the feeling of belonging

Noz, a distribution firm based on an innovative concept, is experiencing high growth in its market. New recruits must rapidly become part of the company’s culture.
The challenge :

• use ideas management as a means to identify with a group.

SNCF

Strengthen an ideas management approach

SNCF has always focused on innovation and it is even the source of its technical, economical and corporate progress. SNCF has always focused on innovation and it is even the source of its technical, economical and social progress. This approach keeps on growing: 6,600 ideas put forward in 1999, 7,500 in 2003, 9,000 in 2004. In 5 years, the potential gains from agents’ ideas are equivalent to 3 TGV 2-tier trains. 95% of employees believe in innovation, for them and for the company. For 70%, the best reward is seeing their idea put into application.

Since 2005, the SNCF has been using NovaGO to manage its employee suggestion programme.
The challenges :

• accelerated processing of ideas,
• high management involvement,
• taking on the 9,000 ideas in progress, all at different stages of processing.

The magazines Expansion, Bearing Point and Ecole des Ponts awarded the prize for internal innovation management 2007 to the SNCF for its approach entitled "donner au train des idées d'avance" [give train travel ideas to move forward]. By encouraging innovation from its agents, the SNCF made 16 million euros of savings in 2006. For 2008, it intends to give the train 35,000 ideas to move forward and to make another 20 million euros of savings.

SOMFY

Increasing performance of industrial facilities

To satisfy the desire of employees to play a greater role in the company and as past of rolling out of its production system, Somfy wanted to set up an IIMS. 
The challenges :

• first installation of an IIMS in the group,
• guarantee complete traceability of ideas,
  
• delegate decision-making locally,
• consolidate results globally.