Jean David
Conférencier, Keynote Speaker, Marketing Senior Consultant; Révélateur d’opportunités!
L’un des pionniers et des bâtisseurs du Cirque du Soleil où il a dirigé pendant 15 ans, de 1984 à 1999, le service du marketing à titre de vice-président. Il est l’un des principaux architectes du Cirque du Soleil tel que décrit dans le livre Stratégie Océan Bleu. Au cours de cette période, il s’y est illustré par des méthodes innovatrices en commercialisant et en faisant découvrir la magie du Grand Chapiteau à d’autres cultures, et ce, sur quatre continents. Jean est consultant en créativité et marketing événementiel. Parmi ses réalisations, il a accompli en 2006 un mandat transitoire à l’hôtel WYNN de Las Vegas au titre de Acting Vice President, Entertainment, Sales & Marketing. Plus récemment à Mumbai en Inde pour le groupe ESSEL, il a dirigé sur une période de 18 mois, une étude de préfaisabilité pour la création d’un projet radicalement orienté vers l’avenir : le Mumbai International Creative Center. Un projet de «resort» international, incluant un centre de congrès et un parc thématique, le tout sur le thème de la créativité (processus de la pensée créative). Conférencier émérite, c’est un homme de vision et de passion et un entrepreneur déterminé qui ne se gêne pas pour exprimer ses perceptions et ses concepts sur l’organisation de la société ainsi que sur l’application de la créativité à la promotion du changement et de l’innovation. Jean David excelle particulièrement auprès des grands gestionnaires en favorisant un climat et une attitude qui facilitent l’émergence du futur. Autodidacte, en mars 2005 il a publié Un Monde Différent : Quel Cirque! Ma théorie générale de la réalité, un livre portant sur son expérience au Cirque du Soleil, où il présente sa vision de la société. A native of Quebec City, Jean David is one of the pioneers and builders of the Cirque du Soleil, where he led the marketing department as vice-president for 15 years from 1984 to 1999. He is one of the main architects of the Cirque du Soleil, as described in the book Blue Ocean Strategy. During this time, he distinguished himself through innovative methods by commercializing the Big Top and introducing its magic to other cultures on four continents. David is an outstanding speaker and consultant in creativity and marketing. Among other accomplishments, he completed a transitional mandate at the WYNN Hotel in Las Vegas as Acting Vice President, Entertainment, Sales & Marketing. He also conducted an 18-month pre-feasibility study on behalf of the ESSEL group for the creation of a radically future-oriented project in Mumbai, India: the Mumbai International Creative Center. This international “resort” project includes a convention center and a theme park, all centered around the theme of creativity (creative thinking process). David is a man of vision and passion, and a determined entrepreneur who is not afraid to express his perception and concepts regarding the organization of society and the application of creativity to the promotion of change and innovation. He particularly with managers by fostering a climate and attitude that facilitates the emergence of the future. Fully self-taught, he was awarded the Montreal Marketing Association Grand prix de la personnalité marketing In June 1996. In March 2005, he published Quel Cirque! Ma théorie générale de la réalité, a book about his experience at Cirque du Soleil wherein he presents his vision of society. Feedbackologist and producer of archetypal events! Agent of change, helping the future to happen! «The world is definitively changing out there, something never seen is happening, let's lead the way!». Jean David
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- Conference : 6000 €
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Collective intelligence environment
In a time of creativity and innovation, discover the unique characteristics of a collective intelligence environment. Be aware of the incredible impact on the individuals who are part of it. Enjoy the benefits for a company or community of extending the reach of its resources and giving it access to new privileged data. A groundbreaking conference on creating a true collective intelligence environment, the next step in innovation. An intelligent environment that aims to be a counterweight to artificial intelligence. Presentation of the transformation process for a group within a company or for the citizens of a municipality. This environment of collective intelligence is nothing less than a new field of reference that is designed to be fully consistent with each individual within it and allows the group to maximize its objectives. Discover the future of innovation!
GO BEYOND YOURSELF!
«A reflection on the early years of Cirque du Soleil, where I was Vice President of Marketing; we were at the heart of a culture of innovation.» As our incredible adventure got under way, the spectators were delighted and we were very proud of our show. The excellence and commitment of the artists motivated all of us: technicians and management alike. The performers were going all out on stage and we felt that, in the office and backstage, we had to step up to the plate and match their effort. We had to be as good as they were for the project to excel. We had little management experience, but the example set by our troupe of clowns, tumblers, jugglers, contortionists and musicians was truly inspirational. The feeling of confidence and teamwork was organic to the group, which was infused with incredible energy. We were in the middle of a fireball of interaction and discussion, a constant sharing of ideas. Everyone was welcome to give an opinion about any aspect of the project: the artistic and technical sides, logistics, communications, marketing, as well as public and administrative services. It was give and take. Everyone was free to make suggestions; none of us had a lock on the truth. There was a real effort to reach consensus; no one had the right to impose his or her views. Common sense prevailed. Excellence came from within. Shaped by camaraderie, confidence and solidarity, the approach fostered a group dynamic that gave the team tremendous drive and attracted wide appeal with the public and suppliers. The youthful members of Cirque du Soleil’s original team had several traits in common. We were completely open and had nothing to lose. Our obligations and personal responsibilities were minimal. “Good for nothing but ready to take on anything,” as the song goes. We had the sense that together we were doing something that had never been done. We were driven by a keen sense of belonging coupled with a passion and determination to accomplish the tasks at hand. The feeling of openness we shared translated into a willingness to invest ourselves fully. We poured our time and energy, gave both body and soul to our enterprise and to the public. Our group was united, strong, colourful, even the stuff of cartoons. At the time, arts and culture had long been considered a weak, disorganized sector too often governed by emotion. Words like financial performance, surplus, return on investment were almost totally absent from the basic vocabulary of people in the milieu. We were making a naïve attempt to ally the performance arts and business as if no one had ever tried to do so before. We were convinced that the two spheres were compatible and we fully intended to prove it. It was possible to achieve profitability and financial performance in the cultural arena. We just had to work a little harder than everyone else to prove it. We were hungry to conquer new markets, to reinvent ourselves. We had the capacity to take on new challenges and we weren’t afraid to try. That’s what I call the art of going beyond yourself. It became a game we played on the stage, in the office, on the site and even in management meetings. We had the deep conviction that we were taking part in something bigger than us, something extraordinary, hard to define, hard to explain. We combined an entrepreneurial spirit with a warrior’s soul. We were brimming with ambition. We constantly strived to do better. Combining rigour with determination, we doubled our sales figures year after year. Our performances were exhilarating. We were sailing on a sea of passion, riding the winds of success. Hard as we tried to make medium- and long-term forecasts, none of our three- or five-year plans stood up. Every six months, we had to reassess the way we did things, reevaluate our teams and our budgets. Rapid and constant growth became one of the biggest problems confronting the company every day. It was hell! With everything moving so fast, the organization was under constant pressure. Far from discouraging us, the rapid developments stimulated and excited us. We were forced to change because the environment was shifting and the parameters we had set no longer existed. We struggled to keep up with events; we were obliged to adjust. I must admit that we soon developed a taste for the hectic pace; growth was like a drug for us. Our greatest satisfaction came from getting optimal results: drawing bigger audiences at each show, every day and in every town, penetrating new markets and conquering new territories. Of course, rapid growth took a toll on the employees. It spoiled them. At the same time, it was a painful learning experience, forcing us to constantly reevaluate ourselves. The need to constantly improve our performance also meant having less and less room for error: mistakes had their consequences. At the same time, rapid growth encouraged humility. Success didn’t depend on one person; everyone was involved: audiences, employees, artists, technicians, management and associates. Humility encouraged us to be tolerant toward others and open to the unknown. I well remember how I felt driven to become more professional, less of a generalist, more specialized and responsible: a daunting challenge! For the early tours, I performed a number of functions. Then, from one year to the next, I had fewer tasks, but my responsibilities grew and with them came added stress. For my co-workers and me, constant growth provided the most intense, difficult but also creative of learning experiences. Do you have the guts?
The Force of Change
To help us revise our business models, increase sales, excel at customer service and mobilize staff. Change is at the service of companies and organizations, managers and leaders must learn to master it for the benefit of the group. The force of change, to help us review our business models, to provoke a tremendous impact on sales, to excel in customer service, to update the corporate culture and especially mobilize all personnel in a common project. Jean David presents the force of change in a dynamic and original conference that takes us right into the 21st century. Jean presents new tools to use this strength in order to serve our organizations and give birth to a new style of leadership.
The Protocol of Innovation
For the leaders of the 21st century! The ability for leaders to excel, to invent and succeed is now based on their ability and determination to allow the contribution of the creative potential of their staff. Jean David proposes to set up a path to innovation, an original creative exercise available to all employees. This project facilitates dramatically the education of their staff and provides a comprehensive taming approach to creativity. The Protocol of Innovation is equivalent to a real update of the corporate culture that has enabled the deployment of an innovation culture.
What a Cirque!
Cirque du Soleil, the incredible journey. Eccentric and tinged with humor, the conference is directly inspired by the incredible experience of Jean David in the Cirque du Soleil where he worked for 15 years, as marketing vice-president. Jean David deals extensively with leadership and reveals the innovative characteristics that have contributed to the success of Cirque du Soleil in the areas of marketing, management, creation and exportation. He invites us to apply in our daily those practices that contributed to the success of Cirque and it draws our attention especially on the role of creativity in our society and in our organizations