[et_pb_section bb_built=\u00a0\u00bb1″][et_pb_row][et_pb_column type=\u00a0\u00bb4_4″][et_pb_text]<\/p>\n
Multipotentialit\u00e9<\/i> a un sens fort et un sens faible. Au sens fort, elle d\u00e9signe la capacit\u00e9 \u00e0 \u00eatre performant dans divers domaines d’activit\u00e9. Au sens faible, elle d\u00e9signe la cultivation d’un int\u00e9r\u00eat pour des domaines ind\u00e9pendants, sans pour autant que cet int\u00e9r\u00eat soit accompagn\u00e9 d’un haut niveau de performance.<\/p>\n
C\u2019est ce sens faible qu\u2019emploie Emilie Wapnick, fondatrice de la religion tribale \u00ab\u00a0multipotentialiste\u00a0\u00bb.<\/span><\/p>\n Sa doctrine affirme l’existence d’un type distinct de personnalit\u00e9 \u201cmultipotentialiste\u00a0\u00bb, dont l\u2019\u00e9panouissement est entrav\u00e9 par la domination sociale des\u00a0r\u00f4les de \u00ab\u00a0sp\u00e9cialistes\u00a0\u00bb.<\/span><\/p>\n Selon cette doctrine, les multipotentialistes devraient ouvertement tenir pour normal de ne pas terminer un projet, au nom de leur multipotentialit\u00e9. Le but de ce conseil est d\u2019effacer la blessure provoqu\u00e9e par l’\u00e9chec. Au fond, les multipotentialistes s\u2019encouragent mutuellement \u00e0 ne pas prendre au tragique la non r\u00e9alisation d’une t\u00e2che. Je laisse au lecteur le soin de d\u00e9cider ce qu’il faut penser de cette prescription. Le meilleur argument de Wapnick est que cela a fonctionn\u00e9 pour Leonardo Da Vinci, dont, il faut en convenir, personne ne se souvient principalement pour ses projets abandonn\u00e9s.<\/span><\/p>\n Alors que le type \u201csp\u00e9cialiste\u201d a d\u00e9j\u00e0 une identit\u00e9 et sait qui il est et quelles sont ses priorit\u00e9s, le multipotentialiste est d’abord d\u00e9sempar\u00e9 et passe beaucoup plus de temps \u00e0 explorer diff\u00e9rents domaines. Cependant, il ne dispose pas d\u2019un temps infini, et il doit dans tous les cas trouver un moyen pour entretenir sa pr\u00e9f\u00e9rence pour l’exploration.<\/span><\/p>\n Selon Wapnick, une bonne solution \u00e0 ce probl\u00e8me est de lancer une \u201centreprise Renaissance\u201d autour d’une combinaison d\u2019int\u00e9r\u00eats personnels, organis\u00e9e par un th\u00e8me g\u00e9n\u00e9ral – ce qui correspond \u00e0\u00a0la question du \u201cPourquoi?\u00a0\u00bb de Simon Sinek.<\/span><\/p>\n Un multipotentialiste qui suit ce chemin\u00a0va probablement se\u00a0retrouver avec une proposition de valeur plut\u00f4t unique et peut-\u00eatre m\u00eame innovante. En fait, m\u00eame s’il ne d\u00e9marre pas un business, il pourrait contribuer de mani\u00e8re significative \u00e0 des projets d\u2019innovation, puisque ces derniers exigent de la cr\u00e9ativit\u00e9, une pens\u00e9e hybride, lat\u00e9rale ou transversale, de la s\u00e9rendipit\u00e9, etc. – des qualit\u00e9s qui sont stimul\u00e9es par la cultivation d’une multiplicit\u00e9 de champs distincts d’int\u00e9r\u00eat.<\/span><\/p>\n Cependant, l’innovation ne se nourrit pas seulement d\u2019id\u00e9es abstraites. La connaissance de d\u00e9tails concrets est essentielle, et impossible \u00e0 acqu\u00e9rir en dehors d’une sp\u00e9cialisation.<\/span><\/p>\n Pour revenir \u00e0 notre distinction initiale entre multipotentialit\u00e9 forte et faible, il semble que ce que l’on cherche vraiment pour l’innovation, et en particulier pour l’innovation technologique, va au-del\u00e0 de la multipotentialit\u00e9 au sens faible. Un int\u00e9r\u00eat dans des domaines divers n\u2019est pas synonyme de ma\u00eetrise de ces divers domaines. Mais il est impossible d’acqu\u00e9rir une telle ma\u00eetrise sans avoir r\u00e9alis\u00e9 des projets avec succ\u00e8s dans ces domaines. La vision lat\u00e9rale acquise gr\u00e2ce \u00e0 ce type d’exp\u00e9rience est bien plus qu\u2019un potentiel en devenir : c\u2019est une vraie connaissance inter-domaines et de haute qualit\u00e9. Au plus haut niveau de raffinement, un expert devient un expert en expertise. Cette m\u00e9ta-expertise lui rend facile la d\u00e9tection et l\u2019\u00e9valuation d’autres experts.<\/span><\/p>\n Chez PRESANS, nous avons un nom en interne pour d\u00e9signer nos m\u00e9ta-experts: les\u00a0Fellows<\/em>. Ils accompagnent nos clients du d\u00e9but \u00e0 la fin d’un projet, s\u2019assurant que les bonnes questions soient pos\u00e9es, que les meilleurs experts soient s\u00e9lectionn\u00e9s et que les informations cl\u00e9s soient communiqu\u00e9es. Tous nos Fellows sont des v\u00e9t\u00e9rans ex-CTO avec un pass\u00e9 dans l’innovation inter-domaines.<\/span><\/p>\n Le Fellow fondateur de PRESANS est Jacques Schmitt. Nous l’avons souvent<\/a> mis en vedette sur ce blog. Il a remis le flambeau de \u201cDirecteur des Fellow\u201d \u00e0 Herv\u00e9 Arribart il y a quelques mois. Pour information : quand\u00a0il s\u2019agit de Fellows, nous recrutons toujours.<\/span><\/p>\n Les Fellows de PRESANS repr\u00e9sentent le plus haut niveau de multipotentialit\u00e9 que vous puissiez obtenir sur le march\u00e9. Ils apportent de quoi accomplir\u00a0des renaissances, mais ne sont pas du genre \u00e0 abandonner… des qualit\u00e9s pris\u00e9es quand il s’agit d’innovation ouverte industrielle.<\/span><\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=\u00a0\u00bb3.14″ background_position=\u00a0\u00bbtop_left\u00a0\u00bb background_repeat=\u00a0\u00bbrepeat\u00a0\u00bb background_size=\u00a0\u00bbinitial\u00a0\u00bb global_module=\u00a0\u00bb7929″][et_pb_column type=\u00a0\u00bb4_4″][et_pb_post_nav global_parent=\u00a0\u00bb7929″ _builder_version=\u00a0\u00bb3.14″ in_same_term=\u00a0\u00bbon\u00a0\u00bb background_color=\u00a0\u00bb#3d59a1″ title_font=\u00a0\u00bb|800|||||||\u00a0\u00bb title_text_color=\u00a0\u00bb#ffffff\u00a0\u00bb title_font_size=\u00a0\u00bb16px\u00a0\u00bb custom_padding=\u00a0\u00bb10px|10px|10px|10px\u00a0\u00bb border_color_all=\u00a0\u00bb#3d59a1″ border_width_all=\u00a0\u00bb2px\u00a0\u00bb border_radii=\u00a0\u00bbon|4px|4px|4px|4px\u00a0\u00bb \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":" Multipotentiality has a strong sense and a weak sense. In the strong sense, it is the ability to perform in unrelated domains of activity. In the weak sense, it is the cultivation of interests pertaining to unrelated domains, even if this cultivation is not associated with performance.<\/p> It is this weak sense that is employed by Emilie Wapnick, founder of the \"multipotentialite\" tribal religion.<\/p> Her doctrine asserts the existence of a distinct \"multipotentialite\" type of personality, whose flourishing stands at odds with socially dominant \"specialist\" roles.<\/p> According to this doctrine, multipotentialites should specifically accept not completing projects as a normal consequence of their multipotentiality. The purpose of this commandment is to remove the sting of failure. Multipotentialites basically encourage each other not to take it so hard if they don't complete a task. I'll leave it up to the reader to decide what to think of this prescription. Wapnick's best argument is that it worked for Leonardo Da Vinci, generally not primarily remembered as a \"quitter.\"<\/p> Where the specialist type already has an identity and knows who he is and what his priorities are, the multipotentialite is initially clueless and spends a lot more time exploring different areas. However, infinite time isn't available to him, and he must in any case find a way to sustain his preference for exploration.<\/p> According to Wapnick, a good solution to this problem is to start a \"Renaissance business\" around a combination of his interests, organized by an over-arching theme \u2014 what we at Presans like to refer to as the Sinekian \"Why?\" question<\/a>.<\/p> Due to his very nature, chances are that if a multipotentialite follows this path, he will end up with a rather unique and perhaps even innovative business proposition. In fact, even if he doesn't start a business, he might contribute significantly to innovative projects, because innovation requires creativity, hybrid, lateral or transversal thinking, serendipity, etc. \u2014 things that are certainly stimulated by the cultivation of multiple separate fields of interest.<\/p> However, innovation takes more than abstract ideas. Knowledge of concrete particulars is essential, and impossible to acquire outside of specialization.<\/p> Returning to our initial distinction between strong and weak multipotentiality, it would appear that what you really want for innovation, and especially for technological innovation, goes beyond\u00a0weak multipotentiality. An interest in separate domains isn't the same as a strong command of these separate domains. But it is impossible to acquire such a strong command without actually having successfully done things in them. The lateral vision gained from this type of experience is more than just a potential: it's cross-domain expert-grade knowledge. At the highest level of refinement, an expert becomes an expert about expertise. This meta-expertise makes it easy for him to detect and evaluate other experts.<\/p> At Presans, we have a special in-house name for our meta-experts: we call them Fellows<\/i>. They accompany our clients from the beginning to the end of a project, making sure the right questions are asked, the best experts selected, and the key insights communicated. All our Fellows are ex-CTO veteran types with a track record of cross-domain innovation.<\/p> The founding Fellow of Presans is Jacques Schmitt. We've often featured him on this blog, mostly in French<\/a>. He handed the Fellow Director torch to Herv\u00e9 Arribart<\/a> several months ago. And when it comes to Fellows, we're always recruiting.<\/p> Presans Fellows are the highest grade, strongest type of multipotentiality you can get on the market. They pack a lot of renaissance, they don't quit, and they are what you need if you want to make industrial open innovation happen in your company.<\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[4],"tags":[226,520,921,1100,1149,1427],"_links":{"self":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/3231"}],"collection":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/users\/8"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/comments?post=3231"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/3231\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media\/3250"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media?parent=3231"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/categories?post=3231"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/tags?post=3231"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}