Strategic keynote

Getting what your teams already know to circulate

The advantage is no longer only in the tool. It is in how fast an organisation shares what it learns.

One team finds a use that works. Another solves the same problem three weeks later. A third does not know the solution exists. AI can augment every individual while leaving the organisation running in silos.

Two thirds of the organisations surveyed use AI in several functions, and half in three functions or more. The more uses spread, the more their circulation becomes an organisational issue.

McKinsey, The State of AI in 2025

The subject bites once it starts from the silos

Collective intelligence is not a decorative value. It is the ability to turn a local discovery into shared progress. In a company, a federation or a network, it shows up in what circulates: the uses, the questions, the mistakes and the lessons.

Most people do not deliberately hold their finds back. They lack a moment, a channel or a reason to tell the story. The organisation then pays several times over for the same lesson.

Collective intelligence, first of all makes that loss visible and brings out the richness already sitting in the room.

The question it addresses

How do you turn scattered uses into a collective capability, across teams, divisions or organisations in the same industry?

Who it is for

Federation congresses, professional networks, cross-divisional offsites, transversal functions, internal communities and events bringing several entities together.

Cooperation
Culture
Performance
Network

Choose it if your problem is not a lack of initiative, but its dispersal.

What the keynote sets in motion

Surfacing invisible knowledge

A room often knows a great deal more than it thinks. The keynote turns isolated experience into collective material: useful practices, limits encountered, questions still open.

Understanding why sharing does not happen on its own

The blocker is not only cultural. It is practical too: where to share, at what moment, in what form, with what right to be imperfect? Sharing advances once those conditions are concrete.

Designing a first mechanism for circulation

The room identifies one simple practice: a review of uses, a case library, a peer demo, a team ritual or a community of practice. The talk does not decree cooperation; it gives it a starting point.

Proof through the federation

In a congress or a network, the stage can become a revealer. Salime draws out what members already do, compares the answers, and shows that the value of the collective sometimes sits in practices each person thought too ordinary to be worth sharing.

That works particularly well for a federation: it no longer merely distributes information. It makes its members' intelligence visible and reusable.

Territory already covered

At the Ubisoft Global Publishing Days, Salime spoke on “Together, not the same”. That public reference carries exactly the useful tension: working together without erasing the differences that make a collective good.

Formats

45 to 60 minutes. Up to 90 minutes with collection and pooling of uses. French or English. The format can be designed for one organisation, a federation or a multi-company network.

The questions that come up

Is this a talk about management?

Not chiefly. It is about how learning and practice circulate. Management contributes to that, but the subject is organisational first.

Does it work for a multi-company audience?

Yes. That is one of its most distinctive settings: surfacing what the members of an industry already know and can learn from one another.

Can it lead to something concrete?

Yes. A masterclass can extend the keynote to design a ritual, a channel or a community of practice suited to your context.

What does it cost?

The proposal depends on the format, the location, the language and the level of interaction. Gathering material beforehand, or a live participatory device, can be built into the scope.