Apolline Houssin

Creadesk, an asset to meet the needs of our clients remotely

Apolline Houssin


Apolline Houssin, Senior consultant in the Energy, Utilities & Transport practice, looks back at how the Creadesk has supported its teams and clients during the crisis.

What role does Creadesk play at Wavestone?

The Creadesk is Wavestone’s asset dedicated to collective intelligence and innovation. It is an entity at the service of internal teams, with the ambition to help consultants evolve their way of working to maximize the engagement of our clients’ teams. We are aware of the fears that can be generated by the transformation projects that we support on a daily basis, and we are convinced that change management is often easier when teams are placed at the heart of projects that directly concern them, thanks to collective intelligence.

To this end, we offer our employees methods, facilitation resources and digital tools, as well as training in facilitation techniques and seminar design. This system is completed by three creative spaces in our premises at La Défense, where we regularly welcome our clients.

In the particular context of the Covid-19 epidemic, what have you put in place?

The Creadesk team continued to provide support in two areas: tools and training. In particular, the Creadesk facilitated the adoption of solutions such as Mural and Beekast which were already used before the crisis to keep collective intelligence alive, despite the impossibility of meeting in person. In addition to providing employees with a greater number of licenses, the team increased the number of training courses and support for skills development.

At the same time, we offered support to teams wishing to organize remote seminars or events for their clients. For example, we distributed a guide on remote facilitation, webinars and tutorials.

How did the mobilization of the Creadesk make a difference, despite the distance?

Many used a whiteboard like Mural, making a lasting impression on clients who were convinced by the way we brought them on board.

The solutions made available to the consultants and the facilitation methods proposed were decisive in ensuring the continuity of activity at a distance, particularly when it came to seminars or co-construction workshops. I have the case of a kick-off organized for a client in mind at the beginning of the 1st lockdown, a real challenge since we had to allow the face-to-face and remote participants to have coherent and convergent experiences through the creation of physical and virtual mood boards. The event proved to be a success with 100% satisfaction from the participants regarding the co-creative exercises and the remote facilitation.

What can we learn from this crisis?

While we already knew the power of collaborative approaches and the commitment they generate within teams, the crisis demonstrated that it was completely possible to transpose these approaches remotely, provided certain good practices are respected. To name but a few, 100% digital animation requires meticulous preparation and even more demanding timing.

We were surprised by the level of efficiency achieved when it came to working collectively and remotely on complex subjects, such as the co-construction and mapping of new processes.

For other activities such as team building or pure creativity, it is clear that face-to-face sessions are still more suitable, particularly for appealing to the perceptions and feelings of the participants. It is likely that our next challenge will be to develop “hybrid” activities with teams that are partly physical and partly remote.