How Rennes Klaxoon’s company managed to end unnecessary meetings

Céline and Noelle are both sitting on high stools. Sitting like a bar, facing their laptops. His gaze, however, is fixed on a much larger screen, located three feet away. On this interactive whiteboard, miniatures with your own photo appear, attached to the animated ones of your colleagues Xander, Gonça and Philippe, present in video. Blue, yellow or pink post-its are vertically aligned below each employee’s photo, summarizing the highlights of their work in progress, their priorities and their planned tasks.

Before the meeting, each member of this marketing team was careful to define what they would work on. While everyone takes turns speaking, either in writing or orally, Simon, the facilitator, can move and rearrange the post-its and icons as he sees fit. Is a suggestion made by Gonça, the assistant project manager? Simon opens a popup on the side of the screen, types the idea, then drags an arrow between the contributor’s thumbnail and the note, which he colors blue, as he would a bookmark.

Called Board, this intuitive digital board is Klaxoon’s flagship application. More efficient than the traditional Velleda whiteboard, it offers an unlimited communication surface that integrates videoconferencing solutions and allows all participants to express themselves through text, image and video, as well as sharing links, the Web or all types of documents. This interactivity lends itself to face-to-face without losing its remote effectiveness. A necessity in this start-up where all employees are teleworking at least two days a week. “The board obliges you to prepare the exchange well in advance. So, whether you are or not, you don’t feel the difference”, guarantees Marie Barbesol, communication manager.

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When the exchange is complete, everything is automatically saved by the software. Good old meeting minutes are obsolete: all meetings are recorded. “This background, adds dircom, is very useful when you want to get your hands on an idea that you have put aside.”

See you in sync?

The Klaxoon tool has a library of over 120 different templates (ready-to-use templates) and the R&D team develops a new one every week. But, says Jeremy, coach of a five-person support team, “as far as we’re concerned, we often use the same models, the ones that best suit the nature of our work.” The customer relationship manager, meanwhile, appreciates the display in the form of a weekly schedule in which he views the actions of his five employees in real time.

Your goals appear day by day, but so do your memos (texts, PDF, photos), ideas and possible questions. “The strength of the app is that everything that comes to mind can be displayed graphically.” This does not exempt employees from seeing each other! At the end of each day, the coach discusses with his team during “a twenty-minute timing to share actions to remember”.

Because if, at Klaxoon, the word “meeting” doesn’t smell like sanctity, we “synchronize” several times a day and provide “workshops”, which should not exceed half an hour. With the exception of weekly team meetings that can last up to forty-five minutes, but always through a connection to the application, because rarely all employees are present in the same place.

This gymnastic use of the tool forces teams to organize themselves, to list their priorities, to write down their ideas. “The bottom line is that when we meet, we get straight to the point,” says Justine, key account manager. With experience in managing the Board of Directors, the manager likes to customize her workshops to increase the participation of her teams.

It organizes questionnaires, to measure understanding of a subject or surveys. Features integrated directly into the software. In one click, she opens a window, selects the employees she wants to engage, and asks a simple question about the future of a customer account. A few seconds later, the screen displays the “for” and “against” diagram, and the percentage of voters. “We find out the group’s opinion in real time, sometimes it’s very practical to guide a decision.”

Likewise, when she sends a purple memo to her collaborators, it’s not only possible to verify who has read it, but also to what extent the content has been consulted. In the same vein, the email has been replaced by the “question” tool, a pink pop-up, which allows you to obtain the answer to a question from selected employees at any time. On the other hand, the number of responses, the identity of the respondents, the participation rate and the number of contributors who only read the message are displayed.

Is not this multiplicity of tools capable of mobilizing collective intelligence and rapid feedback a potentially formidable means of control or pressure? The idea doesn’t seem to have crossed the minds of the company’s young employees, who are used to working on the Board with complete transparency and directly “liking” their colleagues’ ideas. As they do in their personal social networks.

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