On 26 February 2019, Émile Servan-Schreiber brought his discussion of supercollective intelligence to Carnet Pro in Tours. An announcement eleven days earlier scheduled the conference for 8–10 a.m. at the Hôtel Oceania L’Univers. His same-day reshare of Benjamin Miserel’s recap records the morning as the second Carnet Pro meeting of the 2019 season and says participants worked on their collective intelligence.
Carnet Pro belongs to the La Nouvelle République group’s professional events programme. Its organiser’s current description says NR Communication has run the series since 2012, bringing experts together with business leaders around subjects including management, innovation and change. It also lists Servan-Schreiber among past speakers. The series provides a local forum for connecting specialist ideas with the practical concerns of organisations.
A programme about organising intelligence
The attached invitation gives the event a broader remit than a forecasting demonstration: how collective intelligence might improve companies and democracy. It presents the growing connection between people through digital technology as an opportunity, while making organisation a condition of using that opportunity effectively. The invitation links the scale of a connected group with the choices that make its members’ contributions useful.
Its proposed questions are concrete. How can a crowd’s judgment be used without falling into conformity? Why might diversity improve group performance? How could collective intelligence extend forecasting and support innovation? The programme also raises research on group intelligence and the role of women in groups. These questions placed participation and group design alongside the technology used to connect people.
The speaker biography identifies Servan-Schreiber with Lumenogic and the Hypermind prediction market and names his 2018 book Supercollectif. Our article on the book’s English edition follows that wider effort to make collective intelligence accessible outside specialist research.
Miserel’s recap says participants worked on their collective intelligence, but does not describe the exercise or a measured result. The meeting placed forecasting alongside innovation and democratic decision-making. For business leaders, that combination invites a practical distinction: generating options for an organisation is one task, and assessing what is likely to happen is another. The conference framing made both part of the question of how a group should be organised.
