Innovation Places Network

The Collective of Innovation Lab Directors

A collective that brings together innovation lab managers, third-party operators and innovative places, all of whom are working towards new modes of "living together" and "working together"

The network dedicated to the innovation of places

  • Enriching yourself with peer feedback, discovering new spaces 

  • Getting taller on your daily issues 

  • Progress together on understanding the place and their dynamics 

jean louis soubret schoolab
Responsable BNP Paribas
Membre
“ I am happy to be part of this collective! The exchanges are very interesting, there is a great diversity of points of view that enriches the perspectives. It allows me to ask myself a lot of questions! ”
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Innovation places network: meetings on innovation centres

A cycle of 6 thematic sessions to move forward together

  • A regular appointment

    1 Thursday every 6 weeks

     

    15 to 20 participants per session 

     

    1 4-hour session, each time:

    • a guided tour of a third place/place of innovation 
    • the cross-eyed views of experts and external stakeholders

    a co-dev session between the members of the collective

  • Thematic 1: Labs, a testing ground for makers?

    The maker culture is often presented as a booster and an inspiration for innovation processes. By promoting learning through practice, community spirit, collaboration and the reappropriation by individuals of their ability to DO, the makers seem to embody the values dear to innovation. But how far can this correlation be supported? Can we really compare innovation labs to maker spaces? Is the presence of manufacturing and prototyping equipment enough to turn a lab into a fab lab, and employees into makers? Can we talk about a Maker culture in a lab that does not materialize into a fablab?

  • Thematic 2: Site Managers, Innovation Lab Managers and Ambassadors: the embodied figures of your project

    The influence of a lab to its community and its ecosystem depends in large part on the people who become ambassadors. Whether it is the person behind the project, the site manager, the site manager, the community leader or simply a committed member, this figure is key to positioning and perception of the place. How do we identify these personalities? How to train them without distorting them? What is the freedom that should be left to these people in their speeches about the lab? Can the diversity of the views of community members be reconciled with the coherence of a discourse?

  • Thematic 3: Networks of labs, how to animate communities spread over several sites?

    After pilots carried out mostly in the Ile de France, starts a wave of opening of labs in the region, to better respond to the challenges of the territories and the stakeholders that inhabit them. With a particularly pervasive physical dimension, the setting of these devices presents a new complexity. How do these labs relate to each other? What is the degree of autonomy vs. centralization of these approaches? What level of convergence is desirable? What synergies can be derived from this network of labs? What are the fundamentals that bring them together? How can information exchanges and meetings between communities of these labs be facilitated?  

  • Thematic 4: Tools and platforms: back-end behind the scenes of a third place

    If physical interaction is at the heart of the value of a place of innovation, the tools and platforms that manage the space, communicate on the site's news and foster exchanges and meetings between community members prove to be key. What are the best practices today to operate these sites and coordinate the programs that are held there? How can we make tools, levers to strengthen the scope of the place and the value brought to the community? When does the use and proliferation of digital tools threaten the quality of physical interactions?

     

  • Thematic 5: Innovation labs, vehicles of the societal ecological transition?

    Companies are asked to review their business models and operating methods in light of the social and environmental issues facing our societies today. In other words, to make a profound transition/transformation of their culture and organization. The labs, real areas of experimentation for companies, seem to be able to play an important role in foreshadowing what the company will have to look like. How are ecological and social issues integrated today into the positioning of labs? How is this concretely embodied in the design of the lab and its operations? Is it possible/desirable to position labs as a place of manufacture of the future?

     

  • Thematic 6: Third Places, utopian experimentation around the commons

    Commons refer to forms of collective use and management of resources and knowledge by a community. At the heart of this economic philosophy are equal access, sharing and collective action in the production of wealth. Popularized in the late 1960s on the basis of shared grazing, the issue of the commons gained new popularity with criticism of neoliberalism and the opportunities offered to communities by technological developments. In recent years, spaces that are struggling on management methods that can be reconciled with this philosophy are multiplying in urban and rural areas (third places, participatory habitats, ZAD,…).  Do places of innovation also play a role in this political chessboard? To what extent can we make an innovation lab, places of concrete experimentation of this philosophy? What are the limits of implementing these principles?

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