Transforming Management Through Collaboration


1/ Maxime Tallet in few words

Growing up in an artistic environment which opened my eyes to cinema, music and production, my creative side is driven by scenery, image and music.
My experience in advertising, filming a McDonald’s ad in the United States for TBWA, the fiction in Gérard Corbiau’s films such as Saint Germain ou la Négociation, Farinelli and The King is Dancing, for example, naturally guided me towards creative direction, so I enrolled in the Penninghen School of Art Direction and Interior Architecture in Paris, to complete my graphic design training.

I then worked on a successful digital project in the field of advertising sales at Horyzon Media. I managed an all-digital team and devised new media and communication plans that targeted agencies and advertisers. 
Three years later, we were acquired by Pages Jaunes (the French Yellow Pages).

During this period I began to notice that digital campaigns were lacking in creativity, so in 2009 I created Agence Polette, a creative studio specializing in digital media, which was then sold to an investment company looking for strong creative expertise in this field.
For two years I worked mainly abroad, in Poland, the UK and France, as a consultant for a digital marketing agency specialized in blockchain technology, semantic search in SEO and other cutting edge technological applications.

I met Jean-François Le Rochais, founder of Terre de Sienne, and our similar backgrounds and personalities meant we hit it off straight away.
This led to me joining the Terre de Sienne teams to transform digital business and develop innovation in our fields.


2- What’s your view of traditional management?

Put simply, it’s a time waster.
If, in the management pyramid, just one manager is incompetent (among other potential obstacles), it’s enough to make the whole company lose time and underperform.
Traditional management also amplifies egos, with orders coming from the top down most of the time.
As a result, the higher up the pyramid you go, the more political it gets.
In the end, you’re no longer working for the sake of the company’s results and efficiency, or for the profession (corporate); instead you’re working to promote your own job and career (ego).

For the younger generations, millennials extol horizontal management, and sometimes even non-management.
Flexible working hours, freedom of thought and expression (social media), the freedom of choosing the company where you can see yourself grow — it’s intimidating.
It’s new.
This is a novel social paradigm that is larger than just the company.
So we’re seeing quite a significant difference in culture between big, “corporate” companies and the millennial generation.
In the first case, you climb the ladder, investing time and effort in the long term; in the second, everyone is impatient, unfocused, wants everything with the click of a button, but they’re also really creative and have a fresh vision of the world, and defend important social values, for example they are often concerned about the environment, international affairs, and have plenty of multicultural references.


I cut my teeth in startup-type businesses (Horyzon Media), and then in bigger companies when we were bought by Pages Jaunes.
In our startup, decisions were made very quickly, thanks to smaller management teams.
At Pages Jaunes, there were a lot of strategies getting in the way between our direct bosses and our business units, and that’s when “meeting-mania” began.
But I did learn a lot from working in big companies: precision, processes, reporting, and most importantly I learned to compromise when working with a large number of people.
The number of daily interactions means we’re forced to be introspective and improve ourselves.
It’s a form of self-analysis, which helps develop humility and patience.

Today, at XYZ, we’ve set up a collaborative management system based on those experiences.
To me, the aim is that collectively we build a sense of cohesion that enables us to find the solution. 
That’s what personally motivates me — a group consensus, cooperation and collaboration.
Compromise comes naturally, without having a “boss” to enforce it, and it becomes the key to success.
That’s why businesses in startup mode are efficient and on the ball.
Transparency, short meetings and most of all getting things done are what produce rapid results.

Today, more and more major companies are trying to recreate this creative mindset based on strong values.
And last, but definitely not least: for all those who want to achieve great things, we’re behind you!