Hi there! Welcome. I'm Louis. I'm passionate about the complexity of organizations. Currently, I work on those operations and organization development topics with Sketchfab's founders and team to keep it smooth at it grows. My north pole is a strong belief in healthy team structures based on psychological safety, vulnerability and courage as basis for personal development and organizations performance. I do have trust in people.
I started to document parts of my journey here. I don't aim at sharing solutions or advice, but resources I discovered and thoughts I had based on my experience, as perhaps prompts in your own inner and organizational journey.
I don't write that often, so feel free to subscribe at the bottom of the page to receive new posts. Also, I don't know what brought you here – tell me, always happy to chat and bounce ideas!
I'll keep it short. To manage a project, you need 3 equally important and simple things.
A tool. Create a master document that logs what should be done, by whom, and by when. An owner. Find a volunteer who will keep this document live and follow up regularly. And discipline. Trust the process.
At Sketchfab, we are lucky enough to still be able to successfully operate remotely. I recently discussed with all my teammates to personally and confidentially connect on how they are feeling about their current projects and this involuntary remote period.
I wanted to share the conversation starters. I hope it may help you open a safe and caring discussion to the service of your colleagues.
One recommendation: do not rush this discussion, let it last 90 minutes if it appears to be helpful to the person.
After four years in the service of Sketchfab's team and operations, I often still have a hard time explaining my job to my friends and family. I hope this 9-minute long post will help – I may need to translate it to French though...
In a B2B relationship, too often, payment terms are poorly used, in a way which makes no financial or business sense and which is detrimental to the provider.
Let’s go back to when it all started: 1929, when the world faced his biggest demand crisis. Companies were not able to sell their goods. To attract clients, they started to play on prices, which generally went down of about 30%, but it was not enough. So they tried a more drastic approach: giving away their goods today, and hoping for payment later. Consumer credit came to help B2C, and inter-companies credit, also known as payment terms, came to help B2B.
Let’s first understand the logic behind properly thought inter-companies credit.
I just finished Yvon Chouinard's Let My People Go Surfing, about the history and philosophy of Patagonia. A thoughtful and inspiring read I highly recommend if you hope for a more sustainable way to do business.
Among several other things, Chouinard explains how donations deductible from taxes are less of a trick to reduce your taxes, and more of a way to choose how your tax money will be used.
We may sometimes feel that our life would be meaningless. Our contribution at work does not seem to change the world ; the private and for-profit company to whom we rent our capacity to work is only interested in selling and maximizing its profit ; our relationships with some of our loved ones are disappointing and seem empty ; the world and ourselves run in autopilot as we all play the life we would like to have, while preventing us to open too widely our eyes to our difficulties and others’: sometimes we forget about them, something we laugh at them, sometimes they make us cry.
Nous pouvons parfois ressentir que notre vie serait vide de sens. Notre contribution au travail ne semble pas changer le monde ; l'entreprise privée lucrative à laquelle nous louons notre force de travail n'est intéressée que par vendre et maximiser son profit ; nos relations avec certains de nos proches nous déçoivent et paraissent creuses ; le monde et nous-même tournons en pilote automatique et courons à jouer à la vie que nous souhaiterions avoir en nous protégeant d'ouvrir trop grand les yeux sur nos difficultés et celles des autres : parfois on les oublie, parfois on en rit, parfois on en pleur.
During my first months working closely with Sketchfab's co-founders, I sometimes felt unsure about whether or not I needed their approval to do something. Given we are often operating in messy and uncertain contexts, I needed to find something to be able to seize opportunities for impact without direction or oversight.