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Collective intelligence

The Experience Experiment

“Pandora’s Box”, the “soft skills” garden center

8 to 9 out of 10 projects crash! So many failures if they are not opportunities to learn : we know it but nothing changes because it is not a question of KNOWING but of DOING. “Pandora’s Box”, is the “soft skills” garden center : a practical, fun, plug & play immersive experience, which puts you in a situation to DO and promote the "growth" of behaviors that will make your projects work.
Exploit the "hidden face of the iceberg" through 4 progressive formats

An immersive and personalized environment, set up at home and for you : to identify, select and develop your "soft skills", in your context and leverage the unknown to better manage uncertainty in your transformation. The “Pandora’s Box” ecosystem also comprises partners providing an end-to-end integrated experience for even more customization.

Collective intelligence
Persona
INITIATE
1 PandoraBox session of 3 hours, 4 to 8 participants
1st lever processed, 2 to 3 games / lever, in your premises
Persona
EXPLORE
3 PandoraBox sessions of 3 hours each, 4 to 8 participants / session
1 lever / session, 2 to 3 games / lever, in your offices
Persona
DEEP DIVE
Design of tailored Case Study + EXPLORE
EXPLORE (tailored Case Study) = 1h Introduction to the case, 1 Case Study = 3 Acts, 1 Lever per Act, 3 PandoraBox sessions of 2 hours each, 1 / Case Study lever
Persona
ANCHOR
INITIATE (2h) + 2 real cases to choose from among 4 off-the-shelf Case Studies
EXPLORE (for each Case Study) = 1h Introduction to the case, 1 Case Study = 3 Acts, 1 Lever per Act, 3 PandoraBox sessions of 2 hours each, 1 / Case Study lever
Go home
Explore 13 levers through the 3 dimensions INDIVIDUAL, COLLECTIVE and CORPORATE

Filters
Click on the filters to display the relevant experiences

  • Projects problems nature

    • Ill-posed problem
    • Inadequate solution
    • Recurring problem

  • Symptoms and impacts

    • Communication
    • Cost VS value
    • HR
    • Project launch
    • Project management

  • Where to act

    • Enterprise architecture
    • Goals
    • Governance
    • Projects
    • Strategy
    • Value
Themes
See all
> 80% of cases, a project is defined as strategic because the Top Management has defined it as such
Governance Ill-posed problem Project launch Strategy
> 20% of the projects stopped before their end while> 2/3 of the Companies have ad hoc processes at least
Cost VS value Inadequate solution Recurring problem Strategy Value
1/2 (out of IT) and 1/5 (in IT) consider the Project Manager as a temporary role (with or without specific competence)
Governance Inadequate solution Project management Projects
38.1% of initiatives face change management issues
Communication Governance Ill-posed problem Value
38.4% of initiatives seek to do too much at once
Goals Governance Ill-posed problem Inadequate solution Project launch
41.2% of Corporate Governance / Enterprise Architecture initiatives have communication problems
Communication Enterprise architecture Governance Ill-posed problem
Frameworks and standards multiply but without certification of the actors, no appropriation by the Company
Goals HR Inadequate solution Recurring problem Strategy
In ~ 20% of strategic decisions to start a project, nothing is done or prepares for the launch of the project
Governance Ill-posed problem Project launch Strategy
Evaluation of the business case distorted by an estimate (in) voluntarily distorted
Goals Ill-posed problem Inadequate solution Project launch Projects
Inability to reorient the project to adapt to new needs
Goals Inadequate solution Project launch Projects
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