Democratization of teamwork, simplification of meetings, visual management… these uses have been widely released since the pandemic. The health crisis has encouraged organizations to change their working methods.
However, Sensorit did not wait for this period to position itself in this niche. The company, an SME, was founded in 2010. Its core business was then to develop tailor-made solutions focused on disruptive digital interactions. Sensorit has, for example, redesigned Renault’s creativity room.
A digital transformation through methods rather than tools
The company has thus replaced the traditional whiteboard with a digital version, designing the screen and associated software itself. Baptized “Sacre”, this tool was subsequently completely redeveloped to become Yellow one year later. In 2015, Sensorit thus became a software publisher.
In the midst of the Covid pandemic, the company is rolling out its product in a web version, in order to make features that were previously only usable in physical rooms accessible. However, there is no question of limiting yourself to a simple port.
“What was important for us was to support companies in their transformation, and therefore to give employees a voice. And for participants to quickly immerse themselves in the product, the simplicity of the interface was essential. What counts is the gray matter, not the tools provided,” explains Dick Lantim, CEO of Sensorit.
Digital transformation is not just about deploying applications, insists the manager. For the latter, it must above all relate to the way of working within a collective, and thus to greater empowerment of employees.
To this end, Yellow therefore targets three main uses, each with a functional scope. The first of these uses: creativity, which includes, for example, brainstorming, scrum and ideation. With a particularity: the possibility of sending post-its. However, these are not saved in the page, as in other software on the market.
The break introduced by visual management
“The post-its go to a library. It changes everything. This makes it possible to work on low times, even if the meeting is not open”, explains Dick Lantim. This operation is thus integrated into lean and scrum rituals.
The main use of Yellow, which covers 80% of current customers, is visual management for different types of meetings. An SNCF entity thus uses the application and its enriched post-it system for CoDir.
Finally, since 2021, the publisher has seen the development of a new use: training. Yellow makes it possible to adapt PowerPoint presentations to the era of telework by adding interactivity. And to meet the security needs of its key account customers, including banks, Yellow can be deployed in on-premise or SaaS (Software-as-a-Service).
However, visual management remains the priority for users. But to be effective, this methodology requires fluidity, and therefore that “the tool is forgotten”. The key: better adoption of underlying methodologies such as lean.
“Our added value is to accelerate the adoption of a methodology, and not of the tool”, insists Dick Lantim. For the publisher, visual management constitutes a real break in working methods, and whose use Covid has helped to accelerate. “In visual management, it’s the human that counts, not the information system. The more our tool is forgotten, the better,” concludes the CEO.