Book The Fabrique des Mobilités 2015

Acknowledgements
This book has been compiled through the efforts of numerous authors
and contributors whom we would like to thank: Gérard Chevalier, Ghislain
Delabie, Benjamin Frayssinet, Jérôme Giusti, Jean-Luc Hannequin,
Mael Inizan, Nicolas Ledouarec, Antonin Léonard, Bruno Marzloff,
Philippe Méda, Gabriel Plassat, Paul Richardet, Simon Sarazin, Alain Somat,
Laurence Schultz, Stéphane Schultz, Michael Thomas and Claudio Vandi.
Similarly, the team at the ADEME (l’Agence de l’environnement et de la
maîtrise de l’énergie) was a great help. We would also like to thank our
community manager, Ludivine Bigot.
The Fabrique des Mobilités is constructed through your reactions, feed-
back, ideas, and projects. Please continue to inspire us and to surprise us.

Contents
How do we innovate in the digital era?
What now?
Commons, the dynamic wealth
of our ecosystem
Transport data, a vital need to master
Regulating commons within
the Fabrique des Mobilités
The Fabrique, accelerator of European
ecosystems
The Fabrique’s views on tomorrow’s
mobilities
The Fabrique acceleration tracks
Action learning for creating a user
experience curve at scale
6>23
24>27
28>35
36>41
42>47
48>55
56>63
64>77
78>83

4
T
he Fabrique des mobilités is
a project begun by the ADE-
ME that aims at intelligent
and sustainable mobility.
The development of digital techno-
logies is bringing flexible and affor-
dable solutions to the world of
transportation and mobility,
solutions that are improving the
movement of people and merchan-
dise, strengthening the organiza-
tional and technological capacities
of transportation systems, increa-
sing energy efficiency, and redu-
cing negative environmental ef-
fects. The digital boom in mobility
is an opportunity to develop, in
France and throughout Europe, in-
novations and knowledge in this
growing sector.
As part of the ecological transition
plan put forward by the French go-
vernment on February 4, 2015, the
ADEME, together with numerous
partners including startups, entre-
preneurs, manufacturers, regions,
incubators and accelerators, is
organizing the Fabrique des mobi-
lités. The Fabrique will serve as an
accelerator of innovation that
brings together players in various
industrial ecosystems, allows them
to access resources, support entre-
preneurs, grows and links dynamic
systems at local, national and in-
ternational levels.
This system of aiding innovation is
designed to complement existing
financial systems, not to compete
against them. It is built to accele-
rate the market debut of French
and European initiatives, helping
them to overcome competitors and
to rapidly establish dominant posi-
tions in new spheres of activity.
This first prototype is centered on
the mobility of people and the
coach of startups. This document
serves as a major step in the pro-
ject’s debut, emerging through the
active collaboration of all of our
partners.
This document is organized around
the principle functions of the Fa-
brique. Its primary objective is to
help entrepreneurs and their pro-
jects thanks to a structure based
upon commons and shared assets,
in order to develop balanced, rele-
vant and efficient mobilities.
Foreword

5
M
any industrial ecosys-
tems are evolving, with
transport and mobility
being just one of them. New digital
players are emerging and putting
themselves in contact with users. A
recent report from the Banque pu-
blique d’investissement (BPI) notes
that, “innovation is changing, trans-
forming itself and becoming mul-
ti-dimensional.” The Fabrique des
Mobilités is tracking these changes,
looking to become a new source of
support for digital projects aimed at
disruptive innovation.
Digital technologies will not solve
everything, far from it. But they will
drastically transform the process
of innovation. Equipped with digi-
tal tools, some entrepreneurs, such
as Frédéric Mazzella, the founder
of BlaBlaCar, are now capable of
changing the habits of millions of
people in just a few short years.
We can make alliances with
entrepreneurs that will help them solve
problems, associating with interested
regions as well as competent
and collaborative partners.
In the transport and mobility sec-
tor, such opportunities should be
seized, considering that practical
changes are at the heart of envi-
ronmental goals and Factor 4 sus-
tainability.
Everyone stands to gain. The idea
for the Fabrique des Mobilités grew
out of the technology park of So-
phia-Antipolis, a land of innova-
tion outside of Nice, during the Mo-
bilités Mutations conference.
This book presents the prototype
version of this new apparatus, cen-
tered on entrepreneurs and their
projects. There are many options
that are still open for discussion but
also some fundamental principles:
shared platforms, networking, de-
veloping and managing commons,
support and help in taking action,
the creation of a shared culture,
empathy, and holopticism.

6
Innovation2
:
Innovating to Better
Support Innovation
T
he financial crisis and
a growing ecological
consciousness changed our
collective approach to mobility.
The traditional usage of cars has
been questioned, public invest-
ments and infrastructures have
been examined, and the econo-
mic model of public transportation
has shown its limits once outside
of densely populated areas. How
are we to move 7 billion people in
the future? This is not simply a
question of improving the means
of transport but of allowing eve-
ry single person to move about in
a better fashion while also redu-
cing emissions. The city 2.0 holds
a great opportunity for radically
changing the way in which we un-
derstand mobility. While aiming at
the long term through city plan-
ning and urban transformations,
we can also change everyday
practices to optimize existing re-
sources and infrastructures. So-
lutions that help us to move less
— distance education, telework,
shipping, reorganizing schedules
— are emerging to potentially re-
duce the impact of our movements.
Certain companies are now acting
on this, modifying their organiza-
tion and their activities to reduce
movement while improving their
core business.
How do
we innovate in
the digital era?
The Fabrique des Mobilités is radical, global, and frugal.
This document presents the prototype for the Fabrique
that has been developed over the first eight months of 2015
and the plans for industrializing this vision.
Entrepreneurs, come to France -
we’ve created the best possible
conditions for innovation.

7
Companies such as Uber and Bla-
BlaCar offer a robust service that
is inexpensive to produce. Other
applications, such as Waze and
Moovit, call for travelers to make
voluntary contributions in order to
collect and distribute travel data.
Tomorrow, connected cars will be
within the spheres of influence of
the giant digital companies, for eve-
rything from construction to daily
use. The links that currently make
up the transportation industry are
straining against one another.
These platforms are not only crea-
ting new relationships with users
but they are also enabling the mo-
bility industry and its apps to create
new knowledge databases regar-
ding the practicalities and usage
of transport that no single entity in
history has been able to produce.
But these innovations are not being
brought to market by traditional
industry players. The founders of
Waze were not cartographers, just
as the founders of BlaBlaCar were
never involved in the automobile
sector. These are technology com-
panies that utilize digital tools to
rapidly achieve a worldwide scale.
In 2004, 3,500 people signed up for
BlaBlaCar. Today that number is
more than 10,000 per day, in more
than 10 countries. Waze has grown
from 1 million to 70 million users
in 5 years. The success of these
enterprises comes from models of
innovation, financing, and growth
that are radically different from
those found in heavy industry or
the service economy. They are
based upon rapid access to mar-
kets and they privilege business
models that allow for growth at a
lowered marginal cost. These mo-
dels lean on the dynamism of new
businesses, called startups, that
are created just as quickly as they
disappear. These startups evolve in
a world that is very different from
that of traditional industry, with
their own infrastructures (mate-
rial and immaterial), financing, and
endpoints.
New digital platforms are changing the
traditional dominances and relations
between travelers and mobility
stakeholders.

8
The mobility sector thus finds it-
self in a new digital ecosystem
that it does not know and that it
cannot master. It has not yet taken
into account these new models. It
is now necessary to develop new
operational processes adapted to
all of its players. How to innovate,
with what methods and processes?
Where to innovate, and with what
types of aid and encouragement?
How to best identify and support
these innovations?
This industry is transforming
itself. Historical relationships
among various players are disap-
pearing into a cloud of interactions,
interdependencies and links. An
industrial ecosystem with a strong
(bio)diversity is emerging. It brings
together traditional transport in-
terests (public transportation and
infrastructure, energy, informa-
tion, local authorities), automotive
interests looking to construct new
technologies for a novel system of
mobility, and interests emerging
from the digital and collaborative
economies. This ecosystem is in
transition even if it is not yet fully
aware of it.
Our goal is to demonstrate how
this ecosystem can better unders-
tand itself, synchronize its efforts,
accelerate innovation and develop
new industries that create new va-
lues and new jobs.
The foundational principles of the
Fabrique were produced following
many meetings with various
stakeholders, both within this eco-
system and at its periphery. The
challenge of innovating in the in-
ternet age is having confidence in
the creative capabilities of each
individual part in order to move
the entire ecosystem forward. This
assumes that any one business
must accept that it cannot master
everything, and that it will be at
the service of other players as well,
whether they have already been
identified or not.
The Fabrique des Mobilités fos-
ters a sense of confidence, neu-
trality, and dynamism, opening
its resources without knowing in
advance what will come of it. By
creating a space that is open to sur-
prises while also being relatively
exclusive, its objectives are:
 developing a common culture of
innovation
 supporting the most promising
projects;
 bringing resources together to
create freedom for entrepreneurs;
 creating connections;
 providing space to experiment.
These entrepreneurs show that behavior
can change quickly and on a large scale.
This is a chance for an energy transition.
"collectives" : un autre faux sens : on
parle de "local authorities" ou a la
rigueur "communities" (et oui faux
amis en l'occurence !)
"developing a communal culture of
innovation" : "developing a COM-
MON culture of innovation" l'ori-
ginal parle bien d'une "culture
commune" ("common") et non com-
munautaire ("communal")... main-
tenant ca se discute ;-)

9
In 2015, Google is sending its au-
tonomous automobiles out onto
the roads of California. Elon Musk
is growing a network for electric
cars, energy storage, and the pro-
duction of solar energy. Apple’s
CarPlay and Android Auto are
spreading to cars, and Uber is
growing ever larger. The industry
of transport and mobility must
prepare itself for anything.
We must manage phenomena
that possess an exponential na-
ture. These examples show just
how fast these companies are
moving. They decide quicker and
they act quicker. Our ecosystem
must evolve and adapt to this
speed. The Fabrique is opening a
new space within our partner or-
ganizations, but it is also creating
a space outside of them, allowing
them to explore new possibilities.
The Fabrique des Mobilités is de-
signed to allow French and Euro-
pean players to create new syner-
gies and maximize the chances of
success of new projects.
The Fabrique des Mobilités is itself
an innovation. And it cannot be
done only halfway: selecting pro-
jects, managing commons, acces-
sing resources, project guidance,
capitalization, European develop-
ment and community life — all are
necessary and indissociable.
The fabrique gambles
on the same large scale as the
changes we see taking place -
it is radical

10
Our Position
Incubation and Acceleration
The Fabrique is not competing
against any existing systems. It
contributes added value to a num-
ber of different structures, whether
they be accelerators or incubators,
whether they be public or private.
In France, an incubator’s function
is to take technology from an idea
to a business model. An accelera-
tor, on the other hand, is focused on
pushing a theorized project toward
its arrival on the market. Incuba-
tion is thus a technical concern,
whereas acceleration is concerned
with the market.
Achieving critical mass is certainly
a question of arriving at profitabi-
lity, but it is also a matter of finding
a long-lasting solution. Even if one
finds early adopters, making one’s
way into the center of the market is
far from guaranteed. But if you qui-
ckly earn a slice at the center of the
market, that early momentum can
make growth almost automatic.
The fundamental difference
between incubation and accelera-
tion can be summarized as follows:
while incubation begins from the
best possible technology to slowly
push its way toward the market,
acceleration is focused on gaining
the most users in the fastest pos-
sible way. Success comes from
bringing together the heart of the
market around a standard that is
maintained through network ef-
fects. Ten users give 102
= 100 in-
teractions, while thirty users give
302
= 900 interactions. This point
is particularly important when we
think about transport and mobility.
The fabrique complements different
publicly supported solutions
Innovation means looking to change
the established order of the market
in order to resolve persistent problems
in that market.

11
In this situation, being the most
technologically advanced becomes
secondary, and the development of
products leans heavily on design,
ease of use, and an ability to in-
tegrate with and multiply within
other ecosystems as a platform.
But the critical mass effect must
also be understood in terms of
support systems. The U.S./U.K.
system of venture capitalism sees
companies backing an average of
120 projects over the course of at
least three years in order to give
the best possible chances to these
projects. In the real world of ac-
celeration, the important thing is
not to be the best, but rather the
best-selling, and ideally to domi-
nate the market.
In biotechnology, the automobile
industry or the aeronautics in-
dustry, technological excellence
still dominates in large part, and
these markets do not clearly show
network effects. But for the new
mobility sector, network effects
are essential. For decades, we’ve
seen technical demonstrations
that were extremely impressive
in terms of technology, but which
have failed due to an inability to
integrate themselves into complex
social environments. As noted by
one of the recent CEOs of Nokia,
“Our competitors are not taking our
market share with devices; they
are taking our market share with
an entire ecosystem.”
Creating networks, communities,
and platforms has become unavoi-
dable when seeking to transform
markets and to modify habits of
movement (and non-movement)
on a large scale.
Oftentimes, it is necessary to com-
bine acceleration and incubation,
starting from problems that need
solving and the latent needs of the
market while also exploiting the
latest technological innovations.
At the same time, the pathways of
innovation are also evolving as a
consequence of lean startups and
effectuation.
Graphing acceleration
and incubation in France
In order to graph and position this
course of reasoning, one axis will
define the capacity of each organi-
zation to generate a critical mass
of functions and the second will
define its ability to do this rapidly.
“Critical mass” is defined by three
principal metrics: the number of
startups that are assisted, the nu-
mber of sources that bring pro-
jects forward and the number of
connections that derive from these
projects.
 The number of startups, with an
average of around 40 per year (and
thus 120 over 3 years).
 The number of sources that bring
projects forward is related to the
number of partners who actively
participate, including investors,
SATTs, schools, laboratories and
businesses, and these determine
the diversity of projects that come
up for selection, and thus also the
quality of the critical mass. The
average is 12 sources.
 The number of connections co-
ming out of projects refers to the
number of industrial or adminis-
trative partners who aid in gene-
rating proof of concept, in making
connections with interested par-
ties, and in technical and professio-
nal mentoring, as well as indicating
the ease with which those projects
will create market standards and
APIs or conform to existing mar-
ket standards. It is also a guarantee
that new projects won’t attempt to
reinvent the wheel, allowing them
to get the most efficient start in
addressing the real needs of clients
and markets. Here as well, the ave-
rage is 12 connections.

12
The “Rapidity” axis takes into ac-
count three more metrics: the po-
tential market, active support tools,
and passive support tools.
 The potential market is cha-
racterized simply by the possible
reach of each project. This poten-
tial could be local, regional, natio-
nal or international. The wider the
ambition, the more necessary will
be the specific means of achieving
it (international contacts, local
business developers, English lan-
guage assistance, etc.)
 Active support tools judge one’s
capacity for mentoring, coaching,
consulting and training.
 Passive support tools are those
that are available to a project upon
its arrival in the accelerator: finan-
cing, legal assistance, cloud and
information services, a network of
developers, etc.
The Fabrique can be evaluated
using these criteria.
In terms of “critical mass”:
 the number of projects supported
per year (startups and groups): 40,
eventually rising to 100.
 project sources: more than 20
partners including three regional
entities have already joined the
Fabrique. These include industrial
players with their own clients, bu-
siness models and resources, par-
ties who have taken part in crea-
ting open-source platforms and
think & do tanks, schools, laborato-
ries, other incubators and accelera-
tors, and regional authorities.
 the number of connections:
thanks to these partnerships and
the networks that accompany
them, we are able to assure nu-
merous connections derived from
each project.
In terms of “rapidity”:
 market potential: at launch,
France, but immediately moving
toward Europe.
 active support tools: with all of our
partners, we are developing means
of mentoring and coaching while
also providing access to training
and resources. Support is specific,
made-to-order, and relies on shared
resources and commons.
 finally, passive support tools
available upon entrance to the
accelerator: at first this consists
of physical space for project par-
ticipants. The Fabrique will also
propose specific tools in terms of
networking, capitalization, and
mutual vigilance.

13
The Fabrique is positioning itself
as a complete system aimed at
the French market and at the Eu-
ropean market beginning in its se-
cond year. This will include more
than 40 projects each year and nu-
merous useful connections for pro-
jects both entering and exiting the
Fabrique that will include any and
all fields of mobility.
To best align itself with existing
systems and to bring them a clear
added-value, the Fabrique simul-
taneously acts on three comple-
mentary pathways.
The first is a strategic reinforce-
ment of public systems as well as
accelerators, notably those invol-
ved in mobility. How? By breaking
down the barriers between their
various approaches and by sharing
access to spaces for innovation
and experimentation, standards,
and best practices. The Fabrique
integrates all of them through its
network and shared resources.
Next, The Fabrique takes on a sup-
port role for large accelerators who
have projects that deal with mobi-
lity. How? By offering them specific
outlets to test their ideas as well as
early clients that come from the
large group of partnerships establi-
shed by the Fabrique.

14
Finally, we also provide a neutral
and credible platform for industrial
players who wish to experiment
in the world of startups and set in
motion a digital transformation in
terms of mobility as it relates to
their projects and their teams.
How? By opening up the projects
that exist and finding together the
clear means of interaction that
they can have between outside
startups, their teams, and their
clients. By creating an open/closed
garden, the Fabrique increases the
opportunities for action and ex-
change.
These three avenues complement
each other by creating synergies
while each also operates on its
own. At its heart, the Fabrique will
assist projects with the following
characteristics:
 promoting Factor 4 sustainabi-
lity, reducing emissions and the
cost of public transport;
 a proof of concept, a team made
up of entrepreneurs, and, if pos-
sible, a client;
 the potential to transform mar-
kets on a large scale, that is to say a
project with strong possibilities for
scalability even if the initial mar-
ket is local;
 an ability to bring increased be-
nefits to the commons during and
after its time in the Fabrique.
The fabrique is ambitious
and global.

15
THE FUNDAMENTALS
The Fabrique centers its efforts
on the entrepreneur, providing
resources designed to allow him
or her to save time and concen-
trate on the project at hand. The
activities of these entrepreneurs
who are aided by the Fabrique will
then create externalities that will
be integrated into our ecosystem:
networks of players and projects,
commons, and knowledge.
These resources are brought in by
partners. This voluntary act is es-
sential, as it helps both the projects
that are in motion and all of the
partners by forging links between
innovations and colleagues. The
Fabrique active management
and networking will contribute to
the digital transformation of our
partners that in turn will lend to
the further digitization of their re-
sources. By putting in place pro-
gramming interfaces or APIs, each
player transforms and is transfor-
med through the management of
one’s own digital resources, which
The fabrique aims to create
a new culture of innovation
within an ecosystem
that is changing thanks
to these projects.
In this way, the fabrique
guides the digital
transformation of all its
partners, revealing and
facilitating the exchange
of resources within
the ecosystem.
become better organized, more ac-
cessible, and thus more efficient,
for both outsiders and insiders.
Doing so opens the way toward
new clients, new business models,
and new relationships with exis-
ting clients.
The Fabrique des Mobilités com-
bines multiple streams of acti-
vity that take place among mul-
tiple players (this will be detailed
in the following chapter). Each
stream generates external reac-
tions: networking, contacts, new
resources, deliverables, problems,
failures, successes. Each external
contact will accrue to the Fabrique
and be accessible to the whole eco-
system. The Fabrique des Mobilités
is building itself into a catalyst of
activity and exchange aimed at
increasing returns and accruing
these external contacts. Such ex-
changes among various players
can be seen in the following ways:
 Resources provided to entrepre-
neurs and projects by our partners.
These resources should be iden-
tified, organized, and digitized so
that they are easily accessible to
project leaders.

16
The more that any given resource
is structured, organized, accessible,
and exploitable (ideally digitally),
the more value it will have and the
more it will be used. Making a re-
source accessible is essential for
projects and entrepreneurs, but it is
just as, if not more, valuable for the
partner, who will be able to make it
available to other business units, to
suppliers, to clients, to networks.
Access to any resource is granted
by the partner to the project. The
more that partners contribute, the
more diversity there is in terms of
resources, the more the projects
can utilize and the more partners
will be able to improve the struc-
ture of those resources for them-
selves and the ecosystem.
 Each entrepreneur and each pro-
ject in the Fabrique has access to
these resources, uses them, and
adds value to them. In turn, each
project has its own deliverables
that add to the commons.
 Each stakeholder, whether a
partner or an entrepreneur, has
access to the commons. Some
are even available outside of the
Fabrique. The more that such re-
sources are diffused, the more use-
ful they become, adding to their
value.
 The Fabrique manages the com-
mons. They constitute the vibrant
wealth in an ecosystem of players.
These commons are presented in
their own chapter.
Several types of valuable resources
have already been identified:
 physical: medium of exchange,
physical mock-ups, demonstra-
tions, orchestrated products, in-
frastructure (roads, parking lots,
airports…), vehicle fleets, bus lines.
The more that the physical re-
source is digitized, the more acces-
sible it will be.
 digital: data (historics, real-time,
customer files…), software, digital
mock-ups (of a product, a neighbo-
rhood, a city). The more accessible
a digital resource is thanks to its
API, the more useful it will be (with
the ability to access data directly
through software).
 knowledge and competences:
expertise, training, networking,
accessing internal incubators. The
Fabrique is developing learning
practices to assist entrepreneurs,
stretch their abilities, and create
a sense of belief. Later, digitizing
these measures will become ne-
cessary (wiki, MOOC, system of
experts).
Commons augment
the collective intelligence
of the ecosystem and
bind it together.

17
 communities: groups or networks
of users or clients who form a com-
munity of mobile (such as those
who utilize public transportation,
those who go to work by bicycle,
commuters…) or immobile workers.
The more digitized the resource
(contact information, groups gene-
rated through social networks), the
more accessible it will be.
Each resource is characterized by:
 its degree of digitization, favoring
those that are most digitized
 its accessibility, favoring those
that are most accessible
 its openness toward projects
(either determined by partners or
to all)
 its ability to bring measurable
and quantifiable resources to the
ecosystem
The fabrique is frugal.
The Fabrique has made the deci-
sion to not deliver financial support
to entrepreneurs but to likewise be
free of charge for them. This allows
the Fabrique to lower the barriers
of entry and exit and thus assist
a large number of innovative pro-
jects. This translates into a high
level of activity and exchange, pro-
ducing commons and knowledge,
and increasing the drawing power
of the Fabrique for entrepreneurs
and their future partners.
Finally, this setup will be entirely
replicable in other locations and
other countries. It is thus a “crea-
tive common,” using this type of
tool as much as possible.

18
The Prototype
of the Fabrique
des Mobilités
Set in motion at the beginning of
2015, the prototype for the Fabrique
is introducing itself in terms of
partners and their resources, com-
mons, legal frameworks, project as-
sistance and the basis from which
to call for future projects.
Partners will be enabled to:
 explore: launching Calls for Pro-
posals in partnership with the Fa-
brique;
 discover: participating in the se-
lection of projects;
 find serendipity: incubating or
excubating projects either within
or outside of their business;
 network: bringing in their own
partners on a transitive basis;
 #FabMob: offering visibility
throughout France and Europe;
 0 to 1: participating in designing
source code for the Fabrique.
The key role of regions
and territories
A mobility project begun by a startup
or an industrial group involves, to a
greater or lesser extent, a territory,
even without a direct relationship
with the authorities or groups in
charge of transport. This involve-
ment includes:
 the relationship with users, clients
or customers. This relationship can
revolve around modes of transpor-
tation organized and run by various
players, without necessarily having
project leaders come into direct
contact with them. Privileged access
to such communities is essential.
Territorial players are able to identify
these communities, organize them,
prepare them for innovative changes,
and provide space for iteration;
 the utilization of physical and digi-
tal resources belonging to the terri-
tory (bus stops, routes, buses, data…)
and the supplementing of current
mobility systems. This calls for es-
tablishing a relationship with public
and private players that are already
on the scene;
 possible access to certain public
and/or private data, which also sup-
poses establishing a relationship
with current players.
Yet the more the relationship establi-
shed with territorial players (commu-
nities, departmental authorities, re-
gions, organizations, managers, taxis,
associations) and allowing a project
to access users is “made to order”
and adapted to local conditions, the
moredifficultitwillbetoreplicatethe
deliverables.

19
And indeed, replication is the
greatest factor in determining the
success and robustness of a pro-
ject. Any given territory thus has
a great interest in thinking about
replication from the beginning and
supporting innovation in a way
that allows for it to be deployed on
a global market.
Therefore the territories that
partner with the Fabrique allow ac-
cess to organized resources (func-
tioning as an intermediary with
citizens and user communities in
terms of transport, transportation
networks, vehicles, infrastructure,
data…) without waiting for project
leaders to come up with delive-
rables specifically adapted to their
needs.
The territories can certainly point
out problems that need to be solved
and align themselves with projects
that are aimed at their needs, but
this alignment is formed through
a cooperative process with project
leaders. Partner territories will
eventually become the platforms
for organizing resources and ac-
celerating design together with
their citizens. Integration with the
Fabrique will also allow for various
groups to reexamine their organi-
zational processes in terms of in-
novative projects.
Partner territories already expe-
rience a privileged link with the
multitudes. Their role as interme-
diaries will allow them to bring
about critical mass and rapid ac-
cess to markets. This critical mass
will be supported by the number of
privileged and diversified contacts
that they have with a broad num-
ber of communities and their re-
presentatives across all types of
mobilities:
 industrial zones and centers
concerned with commuter mobi-
lities, including those managing
company mobility plans and bu-
siness-to-business mobility plans;
 tourism zones and theme parks
concerned with the mobility of
tourists;
 commercial zones concerned
with logistics and product move-
ment;
 those who use public and collec-
tive transport;
 daily cyclists;
 remote workers, teleworkers,
third space organizers, telecenters.
Rapid access will be helped
through direct access to structured
resources (human, physical and di-
gital) through partner territories in
order to:
 guarantee a reliable and struc-
tured access to citizens by playing
its role as intermediary with the
principal generators of mobility
and communities (students, wor-
kers…), helping them to shift mobi-
lity practices (through representa-
tives, advisors, and mobility plans)
and accelerating access to testing
communities;
 give access to physical resources
under their control (infrastructure,
platforms and multimodal hubs,
heavy and light vehicles…);
 give access to public data and
open source APIs and facilitate ac-
cess to private data for project lea-
ders through networking.
On the subject of data, a territory
can consider its position and evo-
lution according to five possible
standards:
 a default stance of allowing ac-
cess to all public data;
 changing the provisions that go-
vern public markets and subsidies;
 integrating openness as part of
evaluating officials;
 publishing the lists of datasets;
 opening to voluntary contribu-
tions.
In these territories, the Fabrique
will offer a frame in which to si-
multaneously experiment with in-
novations (whether technological,
social or a business model) and
the evolution of rules and regula-
tions. The Fabrique will thus play
its role as an open/closed garden,
large enough to aid in innovation
and guaranteeing the ability to
take early steps with confidence.
The new contract for innovating
partnerships will also facilitate the
establishment of innovative pro-
jects while respecting the rules of
public markets.
Partner territories are characte-
rized by a strong desire to aid in
innovation, to contribute to impro-
ving the road traveled by an en-
trepreneur, to invest in the digital
world, and to involve citizens in
the course of progress.

20
The metropolis of Lyon has been
working to put in place real alter-
natives to individual usage of the
automobile with:
 the second largest network of pu-
blic transportation in France (after
Paris), with 400,000 subscribers, 1.5
million trips per day, 80 km of me-
tro and tram lines, 1250 km of bus
lines, and 22 park-and-ride lots;
 the largest bike-sharing service
in France, with 60,000 subscribers
and 8.3 million trips per year.
 2 carsharing services and an ac-
tive site for ridesharing;
 615 km of bike lanes.
Additionally, Lyon has put in place
a plan for developing a smart city,
as can be seen in the Optimod’Lyon
and OptiCities projects. It gives ac-
cess to almost 30 sets of informa-
tion and real-time mobility data,
which is without a doubt one of
the most complete data platforms
in France and indeed all of Europe.
40 groups using these data have
produced numerous services, in
particular the Optymod’Lyon app
created by CityWay, which is the
current number one GPS urban
multimodal app: OnlyMoov.
This site, due to its thoroughness
and link with carsharing, heralds
a new standard in terms of pro-
viding rich information for urban
mobility.
Finally, Lyon, together in
partnership with businesses and
R&D laboratories, is developing
new solutions like the OptiCities
project:
 dynamic carsharing;
 mobile interface apps with built-
in vehicle systems;
 1-hour prediction and proactive
traffic regulation;
 large-scale collection of urban
data.
As an example at a broader geo-
graphic level, the Alpes-Maritimes
department (06) is particularly in-
teresting for several reasons:
 cross-border issues with Italy
and Monaco together with joint
Franco-Italian projects;
 the region’s heterogeneous na-
ture: 2/3 of the territory is moun-
tainous, while 80% of the popu-
lation is concentrated in urban
coastal areas with a large tourist
presence;
 heavy traffic flows on the A8 (1.3
million heavy trucks in 2012 ver-
sus fewer than 800,000 for the Fré-
jus Road Tunnel or Mont Blanc),
around the CASA (Antibes-Sophia
Antipolis).
Multiple departmental services for
mobility have been developed, such
as the popular interurban transpor-
tation network Lignes d’Azur (11.3
million trips annually), a carsharing
site, a multimodal information sys-
tem (ceparou06.fr), a real-time in-
formation service for departmental
traffic (inforoutes06.fr), and a multi-
modal departmental model for trips
and travel.
There are a number of geographic
particularities in this region that
can serve as innovation possibili-
ties for the Fabrique:

21
 integration within the coopera-
tive efforts undertaken by various
territories, public research labora-
tories, and private actors looking
at an intelligent transport system
(ITS), particularly aimed at the
highway system between Nice
and Sophia which is a receptive
environment for large-scale expe-
rimentation and for becoming a
European “living lab”;
 the plans to create a department
that is completely digitized by
2017, with an open-data approach
to mobility;
The focus on the Communauté
d’agglomération de Sophia-Anti-
polis (CASA): a system of real-time
travel information and contactless
ticketing deployed across the en-
tire Provence-Alpes-Côte d’Azur
region.
Innovative services are also being
studied, such as a 10-km, high-fre-
quency bus service toward So-
phia-Antipolis, a bike station with
100 parking places and repair shop
attached to the train station at
Antibes, and a cable car system
through the technopole at Sophia.
The CASA is also part of the Eu-
ropean project Citymobil2, which
will see the experimental debut of
autonomous vehicles at Sophia in
2016.
With the support of the Sophia
Club Enterprise Partenaire and
with more than 20,000 workers at
Sophia, opportunities abound for
the Fabrique des Mobilités. These
workers are open to experimenta-
tion and are technophiles, while
Sophia needs innovative and
high-performing communication
tools for all types of mobility, has
a strong potential for multimodal
development as well as the physi-
cal locations and vehicles needed
for experimentation (its own roads,
interchange stations, bus lines,
autonomous shuttle buses…), and
is able to mobilize startups, enter-
prises and laboratories interested
in digital and mobility innovation.
Mobility within the Ile-de-France
region, which includes Paris, is par-
ticularly important for its 12 million
inhabitants.
 this translates into 41 million trips
daily, including 87% in the center of
the region yet 70% that are outside
of Paris proper;
 there are 900 km of bike lanes,
with a goal of having 4,400 km by
2020;
 30% of bike travel is work-related.
Ile-de-France is already very invol-
ved in questions of eco-mobility,
bicycle infrastructure, and suppor-
ting innovation and pilot programs
aimed at new forms of mobility,
most notably with several programs
devoted to mobility data. The re-
gion has strong ties with European
networks, the possibility of creating
future goals for innovative pro-
jects together with needs brought
forward by the Fabrique, and consi-
derations regarding financial se-
tups and how data can and should
be shared.

22
Within the region, for example, the
city of Issy-les-Moulineaux has for
several years become involved in
digital innovation and the quest
for a “smart city.” Part of the newest
wave in the digital revolution, the
smart city (which has oftentimes
been poorly translated into French
as the ville intelligente) is the in-
tersection of three major disrup-
tive forces of the early twenty-first
century: the urban revolution, the
digital revolution that opens new
viewpoints in all domains, and
climate changes that are pushing
cities toward significant modifica-
tions. The smart city is thus a city
that cares about its environment,
is capable of avoiding congestion
on its transport infrastructure, is
attentive in its consumption of re-
sources such as water and energy,
and has the means of facilitating
citizens’ access to all of these ser-
vices. It is another vision for the
city, one that is clever, flowing,
and encourages participation and
collaboration for the citizens of to-
morrow.
This is the path that Issy-les-Mou-
lineaux has undertaken for the
past years, having adopted since
the 1990s a development strate-
gy based upon supporting digital
innovation while augmenting the
city’s attractiveness, which has
seen it increase its population by
more than 35% as the number of
jobs available became greater than
its population and financial capabi-
lities. With the “IssyGrid” projects, a
large proving ground for deploying
an urban smart grid and smart
mobility, Issy-les-Moulineaux is
undertaking a new stage of its de-
velopment. Its goal is to support
urban evolution and innovation
in all parts of local life, including
mobility. The city has at its dispo-
sal numerous resources which are
innovative tools for entrepreneurs.
The city of Paris together with the
commune of Antony have also
just joined us. At the European le-
vel, the Polis network, which joins
together more than 30 cities and
regions throughout Europe, is now
one of the Fabrique’s partners.
Our Network of Partners
By the end of June 2015, foun-
ding industrial partnerships have
been established with the Miche-
lin Challenge Bibendum and the
ecosystem associated with the
Open Lab, Total, Engie, Transdev,
Dassault System, Orange, MAIF,
Visteon, Systra, Moviken, Koolicar,
and BlaBlaCar. We have also been
joined by Via ID, Engie, Tractebel,
Caisse des dépôts, Colas, CNPA,
Air Liquide, VINCI, AKKA, Mo-
viken, and VULog. These players
will bring organized resources to
project leaders. Identifying, struc-
turing and digitizing resources will
be continual processes.
We also have partnered with
economic interests that have
constructed open platforms that
are particularly interesting due to
their developing mutual assets and
communal cultures:
 Aquinetic has begun a new pro-
ject, Open Source Vehicle Aqui-
taine, that uses OSV (industrial use
open source vehicles) as a base.
This project aims to develop ur-
ban mobility services using OSV
together with applications for tou-
rism, agriculture, and last kilome-
ter logistics. This will be particular-
ly useful for all vehicular projects;
 Canal TP is piloting the Navi-
tia program. This is a global open
source solution including multi-
modal itinerary calculations, iso-
chrone calculations, nearby stops
and next departures, and real
time travel information (delays,
etc.), with data acquired through
OpenStreetMap;
 Freshmile has developed ser-
vices for mobility and the manage-
ment of fleets and electric vehicles.
The data generated through these
services will be provided as open
data through freshmile.org;
 l’Institut méditerranéen du
risque et du développement du-
rable (IMREDD) is designed around
an open technology platform with
strong ties to the R&D activities
of their partners. It is equally im-
portant as a place for small- and
medium-sized businesses (PME),
industries (PMI), very small enter-
prises (TPE) and startups to vali-
date ideas, concepts and products.
Its technological platform will have
the means to realize, at an indus-
trial level, different key concepts
and technologies for particular
strategic activities, serving as a
true proving ground, training space

23
and demonstration of the city of the
future. This technological platform
will be the base of the Smart City
simulation, the only one of its kind
in France, supported and enriched
by research, experimentation, and
results seen in the eco-valley of the
Nice-Côte d’Azur metropolis.
Similarly, think & do tanks are es-
sential for their networks in the
fields of transport and mobility.
These include competition centers
like ID4Car, Movéo and Vehicule du
Futur, Topos Aquitaine, Transalley,
ATEC ITS, Nod-A, the Plateforme
de la filière automobile (PFA), and
Michelin Challenge Bibendum.
These networks are also critical for
collaborative ecosystems such as
the international system arranged
by Oui-Share and the digital and
social transformations embodied
through the Fondation internet
nouvelle generation (Fing).
Multiple engineering schools with
international expertise in nume-
rous domains of transport, energy,
and digital technology are repre-
sented, such as the Institut fran-
çais du pétrole (IFP), the School
et Telecom ParisTech, and more
recently ESTACA and its labora-
tory dedicated to mobility. The in-
volvement of students, teachers
and researchers in the Fabrique is
essential for the development of a
communal culture of innovation.
At the laboratory level, IFP-éner-
gies nouvelles (IFPEN) was the first
lab to join the Fabrique, bringing
its skills and resources in testing,
calculations and recognized ex-
pertise in vehicular energy. The
Institut français des sciences et
technologies des transports, de
l’aménagement et des réseaux
(IFSTTAR), who is also a partner,
will deploy its expertise in urban
engineering, the mobility of people
and goods, the means, systems
and security of transport, and in-
frastructures and their use and
impact, all considered from tech-
nical, economic, social, health, en-
ergy, environmental, and human
viewpoints.
Additionally, incubators and acce-
lerators are bringing in their skills
and connections. Telecom Pa-
risTech, PACA Est and NUMA are
already supporting projects that
fall into our domain. The Fabrique
will support some of these in order
to augment their chances of suc-
cess. Calls for common projects
will be able to be extended.
In the following chapters, you
will find out how the Fabrique is
constructing itself in terms of fun-
damental subjects such as:
 what now?
 communes, the dynamic wealth
of our ecosystem;
 transport data, a vital need to
master;
 regulating commons within the
Fabrique des Mobilités;
 the Fabrique, accelerator of Euro-
pean ecosystems;
 The Fabrique’s views on tomor-
row’s mobilities;
 project support;
 pedagogical tools for creating a
user experience curve at scale.

24
Following the initial support of NUMA,
OuiShare and the Plateforme de la Fi-
lière Automobile, numerous partners
have now joined us. Bring your talents
and join the Fabrique des Mobilités in
order to:
 explore / send out calls for projects
together with the Fabrique
 love the unexpected / participate in
project selection
 find serendipity / incubate or excubate
projects within or outside of a business
 network / connect yourself and your
partners to others in France and Europe
 #FabMob / gain visibility and com-
munication capabilities in France and
Europe
 go from 0 to 1 / participate in desi-
gning source code for the Fabrique des
Mobilités
Contact :
gabriel.plassat@ademe.fr
Submit a common:
communs.lafabriquedesmobilites.fr
Submit an innovative project
for support:
projets.lafabriquedesmobilites.fr
What now?

25
— Synthesis: the path of a project and the involvement of stakeholders —

26
— Principal Stages and Objectives —

28
How can we enable mobility enterprises to rest upon commons
to allow more rapid development, considering the societal
and economic stakes? In exchange for working with the
Fabrique, these enterprises can enter into the Fabrique’s
community and contribute to the production of new commons.
Commons,
the dynamic wealth
of our ecosystem
From the beginning, all supported
projects will be examined based
upon their ability to deliver, enrich
and utilize commons.
E
lon Musk, the CEO of Tes-
la, explained recently that
he is convinced that Tesla,
other electric car companies, and
the entire world would benefit from
a shared technological platform
adapted to rapid evolution.
The recent report entitled Ambi-
tion Numérique underlines the
importance of commons. The
Fabrique will support stakehol-
ders who wish to participate in
this approach, as this is the same
conviction that motivates us. The
Fabrique believes that in the digital
age, it is necessary to connect mo-
bility players in order to construct
shared resources, whether these
be technological platforms, open
data sets, free software, expertise,
feedback, protocols, experimental
proving grounds, etc.

29
What’s at stake in
managing commons
Communs are like living orga-
nisms: they are neither static nor
predetermined, but rather they
evolve progressively with their en-
vironment and their context. It is
up to interested parties to contri-
bute to the commons and invent
the rules and norms that protect
them.
Few commons can function in iso-
lation. They are almost all hybrids
that depend, in greater or lesser
fashion, upon the state and/or the
market.
Commons must be conceived
in such a way that their use or
consumption by one person does
not take anything away from ano-
ther person. If the goal is to allow
the greatest number to benefit
from a common, for example while
determining a standard or promo-
ting its diffusion, it is difficult to
see how one could limit the use of
that common.
A common is a resource that
is put at the disposal of a
community; that community
enriches it and installs rules
for managing and protecting it.
Some examples
 TCP (Transmission Control Proto-
col) and IP (Internet Protocol)
 the free OpenStreetMap, used by
many mobility players: Geovelo,
which determines bicycle itinera-
ries; Snips, an artificial intelligence
startup; Automatic, a connected
on-board diagnostic (OBD) system;
 Wikipedia;
 Ubuntu, one of the free software
systems for the Linux kernel;
 Arduino, an open-source mi-
cro-controller system;
 Open Source Vehicle, the premier
open source vehicle platform;
 Navitia, an open source global
solution that includes multimodal
itinerary calculation, isochrone
calculation, nearby stops and next
departures, and real-time travel in-
formation.
What are the stakes?
With the collaborative potential of
digital technology, innovative mo-
bility enterprises see commons
as an instrument that can allow
them to focus on developing their
added-value services without nee-
ding to construct a new ecosystem
all on their own.
This is a model that has been
tested through numerous impor-
tant open-source projects, particu-
larly in the realm of software where
projects have succeeded thanks to
a willingness to give up exclusive
exploitation rights.

30
OpenStreetMap. This is a project
that has demonstrated a new mo-
del for collaboration between pu-
blic entities, stakeholders and civil
society;
 The alliance Genivi has brought
together major players in mobility
(Renault, Nissan, Honda, etc.) to
construct together an open-source
infotainment system for automo-
biles. The goal is to share in deve-
lopment costs by collaborating on
a software platform that will be a
common and reusable.
The benefits of working together
are many:
 a reduction in development costs;
 a reduction in the time needed
for development and thus a reduc-
tion in the time to market;
 an acceleration in innovation
thanks to the possibility of feeding
off of each other’s solutions;
 a common base from which to
found a culture of collaboration;
 solutions on which one’s bu-
siness can be maintained and go-
verned, without finding oneself in
a bind if, say, a particular piece of
technology is cut off by a supplier.
Some recent examples show how
this culture, which up to now has
been generally restricted to sof-
tware, can apply to the world of
mobility:
 Tesla is trying to persuade its
competitors to adopt the same
technologies in order to share the
burden of creating and maintai-
ning electric charging stations.
Tesla has also decided to open up
the plans for its electric motors and
batteries. Allowing competitors to
use its technology as a base, and
to improve that technology them-
selves in ways that will come back
to benefit Tesla, is the best way to
create the virtuous circle that Tesla
needs;
 Ford has also recently announced
that it will open its portfolio of elec-
tric vehicle patents;
 Similarly, in another emerging
field, Toyota is preparing for hy-
drogen vehicles by allowing access
to thousands of patents involving
fuel cells;
 An open-source vehicle (OSV)
platform for a modular quadricycle
has been replicated in France with
Ampool by the Aquinetic cluster,
one of the Fabrique’s partners.
Thanks to the availability of the
open-source plans and licensing,
the project aims to industrialize
the vehicle at a regional level, with
a timeframe and budget that are
both setting records. The vehicle
will officially launch during the ITS
World Congress;
 Navitia, an open-source itinerary
calculator developed by Canal TP
and belonging to Keolis, is used by
over 50% of the multimodal infor-
mation systems in France;
 Etalab has played a significant
role in creating the trust needed
to create an open, national system
of addresses, supported by tradi-
tional players (La Poste, the Ins-
titut géographique national (IGN)
and the Direction générale des fi-
nances publiques (DGFIP)) as well
as data produced by users through

31
For those who are less accusto-
med to this type of sharing, the
challenge is not only technical but
also cultural.
The challenge, then, is this: how
do we transform commercial prac-
tices and traditional development
in order to allow people to func-
tion with open models based upon
communal resources developed as
part of a collaboration?
“In the coming era, the long-standing
partnership between government
and the private sector to organize the
economic life of society will give way to
a tripartite partnership with commons
management playing an ever-greater
role, complemented by government and
market forces.”
Jérémy Rifkin - The zero marginal cost society

32
In responding to this challenge,
the Fabrique’s role will be to guide
its members toward this tripartite
approach and to ensure fruitful
and complementary relationships
between commons, commercial
activities, and the public sector.
It will pull from numerous exa-
mples that have emerged from
the software world as well as new
solutions, both organizational and
legal, that are emerging and that
will permit economic interests to
organize together the financing of
resources produced as commons.
— The tripartite partnership —

33
Identifying and
Classifying Commons
That Can Benefit
the Fabrique
The Fabrique participates in crea-
ting and enriching mobility com-
mons at all levels, which includes
identifying, analyzing and evalua-
ting existing commons.
These include:
 all norms and standards that are
being developed or that are desired;
 databases that are either open or
to be opened;
 training modules;
 structured feedback constituting
a corpus of knowledge;
 surveying usage needs, both
known and to be discovered,
through user groups;
 free/open-sourcesoftware(FLOSS);
 open-source hardware (OSHW), etc.
Identifying these commons co-
mes about through a contributo-
ry platform, developed along the
lines of Wikipedia’s contribution
system, permitting a large-scale
assessment of commons and
analyses enriched by their sheer
number. The process can be seen
on the alpha version of the site:
communs.fabriquedesmobilites.fr
The analysis of commons through
the commons platform allows us:
 to identify the most pertinent re-
sources that can respond to a par-
ticular need;
 to benefit from feedback on
constructing commons and hel-
ping certain commons to become
more visible. Any given resource
should become a necessary com-
mon that is used by the largest pos-
sible number of players;
 to facilitate in kind contributions
and financing for the commons
from enterprises and the Fabrique’s
ecosystem.
Our analysis is structured through
a multidimensional approach to
examining commons that takes
into account different criteria for
different issues:
 its ability to encourage input -
how does the project allow for eve-
ryone to contribute?
 legal questions - what legal op-
tions are available to protect the
communal nature of a project? (dis-
cussed in the following chapter);
 economic questions - how are
commercial activities using the
common? What relationship do
they have with the common?
 centralization - how can commons
developed around the same issues
across the world be centralized?
 governance - what rules will allow
everyone to access the common?
 financing - what means of finan-
cing and redistribution are avai-
lable?
 the ability to share - is the com-
mon designed and documented in
a way that aids in its replication
and diffusion?

34
Each of these criteria links up with
the tools used to contribute to the
commons. This also permits us
to bring up, on the platform, best
practices for producing commons,
which improves the educational
software for such projects. The
tools that have already been iden-
tified are numerous:
 discussion areas and collective
synchronous and asynchronous
writing spaces;
 voting, mediation, and deci-
sion-making tools;
 legal structures adapted to com-
mons;
 participative budgeting tools and
means of receiving and distribu-
ting financing;
 collective task managers;
 trusted third parties who gua-
rantee healthy economic rela-
tionships with the common.
These tools and associated prac-
tices are in the course of spreading
out and speeding up. This allows
us to confirm that the collective
management of commons, which
was already facilitated through di-
gital technology, will become even
easier in the coming months and
years. The Fabrique’s role will be to
transmit these new solutions.
Commons that are approved by the
Fabrique on its platform are offe-
red to project leaders so that they
can be easily and confidently used.
The Fabrique can, when necessa-
ry, aid in creating new commons.
In exchange, supported enterprises
are encouraged to promote and im-
prove upon the commons that they
use. These become deliverables of
the support structure and they are
capitalized within the Fabrique
while also enriching the collective
knowledge base. From the start,
this production is planned together
with project leaders to choose the
“best” commons to be improved for
them and for the Fabrique.
The Fabrique designs and offers to
the players in its ecosystem a pe-
dagogical apparatus and continued
support of the commons culture.
This apparatus includes, among
others, the following elements:
 pedagogical awareness and un-
derstanding;
 oversight and communication
regarding one or more successful
models;
 legal and digital tools, working
methods and encouragement in
constructing commons.
Finally, the Fabrique will construct
itself as a common in order to fa-
cilitate its use, evolution and repli-
cation throughout Europe. This will
also allow for the sharing of tools
and methods with other, future Fa-
briques that will concentrate on
other fields.

35
Generating returns
for the commons through
ecosystem actors
The mobility ecosystem has been
examined in terms of the com-
mons:
 this idea is relatively unknown,
except to those coming from digi-
tal technology;
 all understand the interest and
underline the legitimate need for a
public plan in order to set this ap-
proach in motion;
 there is territorial support, with
territories actively encouraging
development;
 European industrial players in-
volved in transport are opening
towards this subject through the
Fablabs and even open innova-
tion. The Fabrique allows them to
progressively advance along this
path. The example cited above re-
garding the open national system
of addresses is one that demons-
trates a successful use of this idea
by public actors;
 public actors such as INRIA and
IFPEN have been looking at and
identifying many such opportuni-
ties.
The Fabrique, being constituted of
both public and private entities, is
the structure that animates and
facilitates the work of communi-
ties that are working to construct,
improve and conserve commons
that are essential to this ecosys-
tem. Concretely, the Fabrique plays
a third-party role that deploys
commons, promotes capitaliza-
tion of existing commons (such
as OpenStreetMap) and allows for
their use by all.
Norms and Standards
Regarding Commons
The roots are shared: a group of
people take a theme or a resource,
and then collaborate through suc-
cessive iterations to create a mate-
rial or immaterial good that can be
used by others who did not partici-
pate in the creation of that good.
Now, norms and standards can,
once they have been created and
codified, tend to stagnate and leave
the domain and culture of com-
mons if there are no rapid proce-
dures of modification, evolution,
and even depreciation or abandon-
ment. Commons are always lea-
ning on a vigilant community that
is looking out for their evolution
and usage.
This can lead to norms and stan-
dards that are not used or that
are not respected. By contrast, the
W3C, one function of which is to
create, specify and maintain the
standards for the common that we
know as the Internet, uses a sys-
tem of governance and processes
that is open, participative, agile
and flexible, thus assuring that the
norms and standards remain cur-
rent and even precede the needs of
the majority of users. The W3C also
works to develop digital tools that
allow all informed users to verify
compatibility with the standards
that it has created, as well as to
suggest real-time improvements.
The Fabrique augments the eco-
system’s contributions to norms
and standards, both through the
commons (to ensure that they be-
come norms/standards) and by
connecting entrepreneurs with
standards authorities.

36
Transport data forms the common technical base for the
development of new services as well as for the improvement
of existing services, for all levels of the mobility sector:
travelers, operators, construction, transportation
authorities, infrastructure managers, manufacturers and
even other sectors through the production of externalities.
Transport Data,
a vital need
to master
T
ransport data forms the
common technical base for
the development of new
services as well as for the impro-
vement of existing services, for all
levels of the mobility sector: trave-
lers, operators, construction, trans-
portation authorities, infrastruc-
ture managers, manufacturers and
even other sectors through the pro-
duction of externalities.
That notwithstanding, the portfolio
of data that actually exists, its in-
trinsic quality and its availability,
is inadequate for supporting the
sector’s development toward a new
paradigm of mobility.
Today, this data serves at best as
a proof of concept for new service
proposals, but the shift to an in-
dustrial arena is halted by a lack of
reliability. Similarly, scaling based
on these data is halted by incons-
istency, with different territories
making different data available.
We are still at the beginning of the
movement to free transport data.
Without a doubt, this will happen.
But it will take a long time to have
quality data, and it will happen at
different speeds according to how
various territories decide to react.
Enterprises that wish to construct
and develop commercial activities
based on this data must unders-
tand these factors of time, dispari-
ties, quality, and availability.
Within this context, the Fabrique
des Mobilités intends to aid two
measures:
 an association of experts created
within a working group;
 a one-stop data shop to be uti-
lized by entrepreneurs.

37
An association of
experts created
within a working
group
The Fabrique’s ambition is to bring
together, in the form of a wor-
king group, technical representa-
tives from parties involved in the
data chain, from production to
consumption.
The objective of the working group
is to put forth recommendations
and undertake technical tasks ai-
med at accelerating the availabi-
lity of trustworthy data that will be
able to be utilized in an industrial
context and accompany the deve-
lopment of the sector’s new digital
pathways.
A pragmatic organization
In order to clarify the effectiveness
of exchanges within the group,
different roles have been defined
that correspond to different place-
ments within the data chain:
 end users submit proposals for
the reuse of data;
 producers, tools, personnel and
subcontractors realize and have
control over the harvesting of data.
They can have a direct impact on
the harvesting process and they
decide on the licensing associated
with the data;
 technicians have the experience
and concrete ability to reflect and
act on norms, standards, technolo-
gies and general digital issues;
 distributors control, directly or in-
directly, access to the data through
software APIs. They are able to de-
termine technical modifications to
the APIs;
 intermediaries are able to lead
mediation projects, notably in or-
der to allow access to third-party
data producers;
 observers are able to bring
forward ideas coming from dis-
cussions taking place within other
groups.
Ideally, the producers, intermedia-
ries, distributors, and technicians
will do everything they can to find
solutions to the usages suggested
by end users and incubated projects.
The group does not limit its scope
to the data available through its
members, but will also look toward
other data producers. Whenever
necessary, partnerships will be
proposed among these actors.

38
Issuing opinions
and recommendations
on technical evolutions
Made up of key end users, distri-
butors and producers, the working
group discusses formats and ex-
change protocols that are adapted
to the nature of the data and its
precise usage.
These discussions can lead to:
 identifying new attributes that
can allow new operations, or that
can avoid end users from rewriting
code for existing databases that
producers already have;
 bringing forward new data
streams and tendencies;
 enabling the synchronization of
data software, notably in a real-
time context, in order to minimize
the use of resources (such as ser-
vers and networks);
 enabling data to be aggregated
by defining common identification
keys across different data sources;
 proposing reference models and
modifications of norms or stan-
dards;
 defining evaluation criteria re-
garding the quality of data (tho-
roughness, coherence…).
Piloting data software and APIs
The type of data that can be useful
to mobility services is without li-
mit, as is the ability to utilize them
through APIs. The working group
will offer an initial base from which
to work, and then proceed through
iteration based on the usage sug-
gestions proposed by end users
as well as those coming from en-
trepreneurs through the one-stop
data shop.
This base is defined through the
following categories:
 cartographies;
 shared or public transport;
 self-service vehicles;
 parking, both in garages and on
the street;
 traffic;
 energy (recharging and service
stations);
 vehicle fuel consumption.

39
A one-stop data shop
for entrepreneurs
The data shop is the operational
unit of the Fabrique that brings in
entrepreneurs in order to study
all the datasets in their various
sectors that they could desire and
their various suggestions for using
this data.
Interfacing with Entrepreneurs
The data shop’s mission is to pro-
vide rapid, trusted, and up-to-date
responses to entrepreneurs. The
nature of a request will relate to
either the supply of complete raw
data relative to a particular sector
or a supply of data that is processed
and intended for a specific model
relating to the usage proposed by
an entrepreneur.
Upon receiving a data request, the
data shop will deal with it accor-
ding to three possible scenarios:
1) If the data is directly available
through a producer or company,
and it passes quality-control tes-
ting as defined by the Fabrique for
that type of data, we send it direct-
ly to the interested APIs.
2) If databases exist, but the level of
quality is judged to be insufficient,
we will propose support and tech-
nical assistance to improve the
data.
3) If there are no existing databases,
we will call upon data producers to
generate the data. If it is possible
to obtain the data, we will set up
the databases in a way that fits the
needs of the project.
In the second and third cases, the
databases created or co-created by
the Fabrique will be either openly
available, for example through the
Étalab platform, or only available to
those within the Fabrique.
Internal regulations
The data shop may initially be run
by a project head and two compu-
ter engineers. The project head will
examine the entrepreneur’s request
andthentransmitthespecifications
to the engineers. The engineers will
then work to bring about the result
for the entrepreneur.
In addition to tasks brought
forward by entrepreneurs, the
team will also work on enriching
databases, on developing valida-
tion, extraction and aggregation
tools, and on the Fabrique’s API.
This will be driven by usage needs
brought forward by entrepreneurs
as well as requests from the wor-
king group.
The size of the team will evolve ac-
cording to the number of requests
coming from entrepreneurs.

40
Maintaining a source of raw data
Guided by the working group, the
data shop will use a tool allowing
for the management and diffusion
of existing data by producers and
companies. It will also contain the
data produced or diffused by the
Fabrique through its API.
This will enable one to match each
data source or data type with a list
of recommended tools for handling
that data.
Maintaining a set of tools for
validating and handling data
Together with managing data, the
data shop will test, select and list
available tools for each type of ma-
naged data. This includes, for exa-
mple, tools for handling geospatial
coordination systems, processing
geometric and geographic forms,
for visualizations, for data extrac-
tion, for validating General transit
feed specification (GTFS) files, and
so forth.
Developing an API and tools
for uses that are not covered
by other platforms
It may be interesting to directly
diffuse certain raw data, created or
processed by the Fabrique, such as
by the working group or the data
shop, through an API.
To this end, the data shop will de-
velop and maintain technical solu-
tions, notably:
 technical documentation for
using the API;
 terms of use for the data;
 the list of services available
through the API;
 and for each service: the functio-
nal realm of the service, technical
documentation for resulting data
models, technical documentation
for request filters, and the list of
third-party tools that allow for ma-
nipulating the data in the resulting
models.

41
The Next Steps
Regarding these technical sub-
jects, the Fabrique is concentrating
on the following steps:
 validating the reception process,
formalizing requests and support,
and data delivery through testing
the early usage cases that come
from its members;
 concretely putting in place pri-
vileged partnerships with produ-
cers and distributors of data in
order to efficiently connect them
with the processes defined by the
working group.
The Fabrique is also studying how
to develop modules that respond to
the common needs already identi-
fied with multiple projects. These
open source developments will
allow the Fabrique to make itself
known to startups from the very
beginning of a project, to legitimize
the commons through internal de-
velopments and to reinforce open
platforms such as Open Street
Map.

42
Two paths for
modernizing the idea
of commons
I
t is a little known fact that Article
714 of the French Civil Code reco-
gnizes through positive law the
existence of commons.
As defined by the law, commons
distinguish themselves from other
goods by their essence: they are
things that no person possesses, but
that the whole world uses. In other
words, they are not governed by
property law but by the use which
people make of them. And, to ensure
that we do not mistreat them, the law
immediately goes on to say that re-
gulations will govern the manner in
which they are enjoyed. This control
can be explained by the fact that, for
a legislator in 1803, the commons
were principally natural phenomena,
such as air, seawater, or running wa-
ter. Nevertheless, this definition can
be adapted very well to more recent
resources handled by today’s legis-
lator, such as with public data stem-
ming from Law 78-753 of 17 July 1978
(CADA). This perfectly matches the
legal regime of shared resources, as
public information does not belong
to the public entity but must rather be
open to the greatest number through
a legal redistribution system.
Regulating
commons
to facilitate
innovation
The Fabrique des Mobilités must promote modern management
techniques for commons and propose legal modifications that,
within the process of innovation that it encourages, can guide
the exchanges between players and their operational capacity
to contribute to these commons.
“There are things that do not belong
to any individual and whose use
is shared among all.”
(Law of 29 april 1803)

43
Together with its legal defini-
tion, another sense of commons
emerged, based upon the idea that
commons are not defined only
by their essence, but also by their
function: all things whose access
and use is free and open would be
commons. This also applies at the
moment that the owner of a good
decides to, either in whole or in
part, temporarily or permanently,
concede the rights over property
to others according to a predeter-
mined and non-discriminatory
system. The property itself beco-
mes an alternative source for com-
mons. This modern idea of com-
mons gives rise to “open source.”
Software, data or other content is
distributed under open licenses
thanks to the desire on the part
of the authors to enable its shared
use while yet retaining it as their
property. An open source license
is thus always subject to certain
predetermined conditions and
restrictions. Infringing on an open
source license violates the intel-
lectual property rights of its au-
thors. Contrary to a popularly held
opinion, open source licenses are
not a negation of property, but are
rather an altruistic management of
property.
With a growing structure and
strength in commons, we also tend
to speak more and more of colla-
borative commons. Commons be-
come something not only natural,
but also very human. In a society
that favors giving, involvement,
sharing, feedback, and collabora-
tion, human activity moves away
from the influence of individual
appropriation to create things that
can be exchanged and valorized
at the heart of a community. New
rules for managing production and
use are being invented every day,
based upon these communities’
wishes.
Even more recently, it seems that
commons have acquired a new
sense, particularly in the domain
of transport. The report regarding
transport data, issued in March of
2015 by the Ministry of Transport,
Sea and Fishing and known as
the Rapport Jutand, created a new
category of data: in addition to pu-
blic data, there would be public in-
terest data. This data can certainly
be seen as new commons, as its
goal is to be distributed and shared
as widely as possible, according to
conditions that will be defined by
the law. We see here commons that
are not defined by a common use
or an abandonment of property, but
rather by their goal, namely that
they are meant to be used in pur-
suit of the public interest. This is a
new source of commons that could
become virtually inexhaustible if
the legislature follows the recom-
mendations found in the Jutand
report.
Today’s notion of commons the-
refore has multiple juridical mea-
nings, as they can be something
that does not belong to any indivi-
dual, rendering its use common to
all; a resource whose ownership is
given over to the community; the
results of altruistic actions taken
by a community of people; and fi-
nally, data that is shared in pursuit
of the common good.

44
What contribution
can the Fabrique
des Mobilités make
in modernizing the
law?
The Fabrique des Mobilités puts
commons at the center of its value
proposition. Its first goal is to iden-
tify commons in order to solidify
their status. We have already des-
cribed several of these in the chap-
ter “Commons, the dynamic wealth
of our ecosystem” (p.28).
The Fabrique is a place of expe-
rimentation and forethought in
terms of the mediation, regulation
and governance that are necessa-
ry for constituting and managing
commons arising from the innova-
tion that it is designed to support.
Mediation
First, the process of constituting
commons must benefit from me-
diation. The Fabrique offers a pri-
vileged space of exchange and col-
laboration for different parties in the
mobility sector, including potential
producers and users of commons. In
doing so, it is already addressing one
of the general recommendations
of the Jutand report, which encou-
rages the creation of work spaces
for transport operators, businesses,
startups and users in order to deve-
lop innovative services using public
and private data. We see here once
again the idea of a space that is si-
multaneously open and closed.
Regulation of Resources
Second, the players interested in
common resources need to have
“rules of the game” relating to the
conditions and modalities of their
participation in the creation, usage
and exploitation of these resources.
The Fabrique will be a proving
ground for these “rules of the game,”
a corpus of laws and obligations that
are predictable and scalable accor-
ding to the level of engagement de-
sired by the players and the nature of
the commons in question. Adhering
to a policy of shared values could al-
low for an opening level of involve-
ment. At that stage, it is essentially a
matter of creating a club, possessing
of advantages and privileges. In-
tended to create an ecosystem based
upon common principles, this policy
could allow for various parties and
partners to agree to early obligations
in exchange for early rights. Sharing
information, knowledge and exper-
tise, supplying and earning visibility,
sharing opportunities and advan-
tages, establishing standards and
formats, dispensing and receiving
advice and feedback, all amount to
commons that are easily mobilized
among members of the Fabrique, wi-
thout needing recourse to a complex
contractual system.
This allows the Fabrique to
construct an early set of collabora-
tive commons, made up of a collec-
tive and unique knowledge base,
and placed at the disposal of star-
tups, large businesses, and their
partners.

45
For the players who wish to sup-
ply and receive more concrete
contributions, notably in terms
of software, content and data, the
Fabrique must also provide an ap-
propriate contractual framework,
privileging open models and fol-
lowing the form of open licenses
such as Creative Commons, ODbL,
GNU, and Licence Ouverte Eta-
lab. This second level of contrac-
tualization allows the Fabrique to
construct not only collaborative
commons but also technical com-
mons, whether material or imma-
terial, such as machines, tools, pro-
totypes, standards, software, data,
databases, and other open source
technologies that can be freely
shared among the different players
in the Fabrique.
In certain cases, this may mean
putting in place, among particu-
lar players in the Fabrique who
are looking for an exclusive re-
lationship, ad hoc partnership
contracts between two or more par-
ties. These would be, in any case,
more legally elaborate than open
licenses, responding to the issues,
needs, and drawbacks of each case.
Among private parties, issues of bil-
ling for content, data and services,
with a view to access and sharing,
can become important. Certain spe-
cific levels of performance and qua-
lity can also be desired. Agreements
regarding responsibility and exone-
ration of responsibility could also be
negotiated. The Fabrique could thus
propose both standard contracts and
speciality provisions.
The concept of reciprocal licenses is
emerging. It is based on the idea that
people who draw among the commons
can give back to the community in a
number of different ways (money, gifts,
contributor salaries, etc.)
The Fabrique must also push for
“innovation partnerships”, re-
cently instituted through the de-
cree of 26 September 2014. These
partnerships aim to allow public
actors and private operators to
support markets, both at the level
of research and development as
well as in the purchasing of inno-
vative products, services, or work
that come from this R&D. Players
in the Fabrique need to be able to
experiment with these new forms
of public markets.

46
Equally, the goal of the Fabrique
is to allow its users to construct
business models that can be inte-
grated over time, even after their
participation in the Fabrique. It
also favors the sharing of common
resources and the valorization of
commons within reasoned econo-
mic development. Open licenses
are sometimes seen as an obstacle
to the commercial use of commons.
The Fabrique must reflect on how
to install this type of reciprocity
with regards to large businesses as
well as startups and collectivities
that would like to legitimately uti-
lize specific resources developed
as commons within the Fabrique.
Governance
Finally, these issues of regulation
and the modification of correspon-
ding laws could lead to a more am-
bitious step, that of putting in place
a “governing body for resources,”
which would be able to serve as
a commons manager along the
lines of that intended by the Ju-
tand report. This would allow for
the construction of a general space
for open transport data, relying
on a base of reusable public data
enriched by authorized transport
operators. It could also benefit from
the input of private data (available
initially on a volunteer basis), with
modalities regarding openness and
reuse adapted to the nature of the
data and its uses.
This platform could equally bring
together other areas of commons,
such as software and other tech-
nologies, as well as all types of in-
formation, knowledge and contri-
butions from across the mobility
field. It is thus not just a question
of regulating these resources, but
also of generating them and ma-
naging them. Following examples
that already exist in other sectors
such as domain names, where the
resource constitutes a common
that is managed through the goals
of the general interest, the Fabrique
will become, like the Association
française pour le nommage Inter-
net en coopération (AFNIC), an au-
thority that designates resources,
regulates their use and manages
conflicts among users.
The fabrique will be a place
of experimentation featuring tools
and modes of intervention by trusted
third-parties, to which all mobility
players can entrust their datasets
in order to regulate accessibility
and terms of use.

47
“In the transport sector, we need to better
link key actors, and we need to better
collaborate to support startups and
SMEs. Therefore, the idea and concept
of La Fabrique des Mobilités fit well into
our ongoing attempts at European level
to strengthen entrepreneurship and
improve the investment framework.”
What legal status
best suits the
Fabrique des
Mobilités?
The Fabrique des Mobilités could
be formed as an association. This
form corresponds to impartial
goals and democratic governance.
The flexibility of organization and
governance could allow for nume-
rous players to become involved.
It also allows for the exclusion of
concerns regarding shareholders,
patrimony, and profits.
An association also provides the
advantage of allowing for the trans-
formation to a cooperative. A So-
cieté coopérative d’intérêt collectif
(SCIC) could in time be a useful go-
vernance tool for the Fabrique. The
goal of an SCIC is the production
or supply of goods and services of
collective interest and that have a
social purpose. Management of an
SCIC is still undertaken through
democratic principles and its ope-
rational mode does not privilege
profits. In contrast to traditional
cooperative companies, the capital
and governance of an SCIC can also
return not only to its employees,
but also to the beneficiaries of its
activities (clients, users, and provi-
ders), as well as to local communi-
ties, volunteers and other partners,
notably financial partners.
We could also imagine creating,
together with this governing struc-
ture, a specially adapted financing
structure appropriate to activities
focused on the common good,
such as is seen with financial en-
dowments. Endowments aim at
receiving, managing and capitali-
zing all kinds of resources, in order
to either realize a goal or mission
of common interest or redistribute
them to help non-profit persons or
groups working on projects in the
common interest. These endow-
ments would also have the goal
of raising funds from different
partners in order to finance the Fa-
brique’s support of the commons.
The fiscal advantages granted to
gifts and corporate sponsorships
destined for grants can be, moreo-
ver, quite attractive for donors.
Early exchanges with the European
Commission (DG-MOVE) have been
particularly encouraging:

48
Roles and
expectations for
different players in
the Fabrique
The players in the Fabrique
At the center of the Fabrique’s
concerns are the entrepreneurs
around whom partnerships, re-
sources, and a great diversity of
riches are organized. The support
for accelerated projects is provi-
ded by the network of experts and
mentors developed by the Fabrique.
At the heart of this always growing
network are the experts coming
from various partnerships with the
Fabrique, the leaders in the mo-
bility sector or other sectors that
have experienced radical digital
transformation, professionals who
are renowned in their fields, known
entrepreneurs, and entrepreneurs
who have already worked within
the Fabrique des Mobilités.
Industry partnerships bring with
them a worldwide scope linked to
mobility markets and are able to
mobilize resources (experts, assets
and infrastructures, research, intel-
lectual property, data, the ecosys-
tem itself) in order to accelerate the
The Fabrique,
accelerator
of European
ecosystems
As an accelerator of ecosystems based on contributions
coming from a network of engaged players, the Fabrique des
Mobilités has a European-wide mission based on partnerships
and localized procedures. The Fabrique will lead a growing
number of players, all having different profiles, cultures
and objectives. This diversity can give birth to the unexpected,
so long as interactions and organizational structures
are not overly burdensome, but rather serve as a catalyst
for all players to act.

49
development of projects that will
eventually have a place within the
ecosystem or even in new ecosys-
tems and new markets.
By joining with the Fabrique des
Mobilités, industrial players not
only implant themselves within a
dynamic ecosystem, but they also
help to bring about transformations
within their own organizations.
In the same way, partner regions
and territories are aware of their
assets and the potential for opening
public spaces and data to private
actors in order to develop new so-
lutions. They join the Fabrique des
Mobilités in order to facilitate their
area’s usefulness in terms of expe-
rimenting with and testing the via-
bility of ideas that can be diffused
across much wider areas in the fu-
ture. The stakes for them are clear:
faster testing, faster understanding
of what works and what doesn’t,
faster (and cheaper) scaling.
Startup accelerators and incubators
are natural partners for the Fabrique
des Mobilités. These organizations
select and support a wide range
of projects across multiple sectors
of activity. They offer general sup-
port to their startups and they are
looking for networks and support
systems that can supplement their
own efforts. By joining with the
Fabrique, several incubators are
choosing to offer to their mobility
startups a unique system for tes-
ting and scaling their solutions in
France and in Europe. They bring
to the Fabrique an additional ca-
pacity for identifying projects and
supporting them, while the startups
emerging from these organizations
benefit from the additional deve-
lopmental support which ensures a
quality collaboration.
Researchers can also use the Fa-
brique as an academic research
ground for studying mechanisms
for innovation, the development
of new ecosystems, and emerging
mobilities. They bring to the Fa-
brique a level of expertise and mul-
ti-faceted project evaluation, while
also helping to develop methodolo-
gical tools and technical platforms.
— The Fabrique des Mobilités, fertile ground for providing
services to projects with great transformative potential —

50
What the Fabrique offers
to its community
The expectations of each player in
the Fabrique des Mobilités’s eco-
system are as diverse as the pro-
files of the organizations, people,
and cultures involved. As a result,
cooperation relies on several pil-
lars that support the Fabrique and
encourage unity while promoting
fundamental and shared ambitions.
The first contribution of the Fa-
brique is its entire reason for being:
identifying and supporting pro-
jects with the potential to trans-
form mobility. All of the parties
involved have an interest in mee-
ting, exchanging with, and wor-
king with their peers as well as the
players who will have a central role
in tomorrow’s ecosystem. The Fa-
brique des Mobilités offers the pos-
sibility of connecting projects and
amplifying their resonance. This
ability to complement existing
efforts comes from a difference
in purpose, as the Fabrique is an
open system whose goal is to ac-
celerate development and connect
projects, only then capitalizing on
gained experience and knowledge
through commons available to all
of its partners.
The Fabrique des Mobilités is de-
veloping a collaborative culture
among very different types of
players, who generally would have
few opportunities to work together.
This makes it a rare place where
new forms of cooperation can
take place within an open/closed
environment offering the gua-
rantees necessary for building
trust. The frame and tools offered
by the Fabrique aid in creating se-
cure relationships that can be qui-
ckly put in place among startups,
industry players, territories, and
researchers.
The transformation of mobilities
oftentimes involves disruptions
of means of organization, public
needs, legislative, regulatory and
financial frameworks, industrial
policy, issues related to private
life and the security of data, and
established economic models. An
ecosystem of reliable innovation
must allow one to approach these
issues beforehand, to experiment
with solutions, and to participate
in the large-scale public debate.
The Fabrique des Mobilités looks
to directly contribute to this type of
activity, in order to benefit both its
supported projects and its partners.
For startups, the Fabrique cuts
down on the time needed to ac-
cess important resources while
also furnishing a better sense of
the functioning of industry and
local communities with whom the
startups will have to work. For ter-
ritories, the Fabrique provides the
opportunity to reflect deeply on the
solutions that will allow for the fa-
vorable evolution of mobility prac-
tices, whether this relates to digi-
tal functions, new technologies or
methodologies, or tools put at the
disposal of users.

51
For those in the industry, the Fa-
brique is an excellent opportunity
to evolve their internal culture
thanks to diverse influences emer-
ging through a voluntary and
shared process. The experts who
collaborate with the Fabrique have
the opportunity to meet one ano-
ther and work with approaches,
players and models that will of-
tentimes be new or uncommon for
their organizations.
A decentralized operation
The Fabrique is adopting operatio-
nal modes that are as decentralized
as possible in order to best fit entre-
preneurs’ needs for agility, reacti-
vity and adaptation. Decentralized
operations, as opposed to a pyra-
mid-shaped organizational struc-
ture, privilege the independent
contributions of each partner, who
then assumes responsibility for
and executes these contributions.
Inasmuch as the Fabrique aims
to have its partners work together
despite their coming from very
different cultures and organizatio-
nal structures, a decentralized or-
ganization allows for the Fabrique
to respect the operating proce-
dures of all without weighing down
its own governance. Essentially,
the Fabrique des Mobilités must
preserve its ability to adapt to en-
trepreneurs’ needs, to the markets
in which it is interested, and to its
partners.
The first principle is thus to put in
place a horizontal understanding
among the different players and
a policy of transparent action, al-
lowing each person to understand
everyone else’s role, current pro-
ject states, and business activities.
Certain tools are needed for this,
which are detailed below.
The abundance of cultures, practices
and approaches within the fabrique
des mobilités is a challenge in terms of
cooperative organization, but it is one
of its principal advantages in terms of
drawing power and finding serendipity.

52
Beyond this horizontal understan-
ding, vertical communication wit-
hin the Fabrique allows for all to
see:
 the common objectives that bind
us and how they evolve;
 the progress of each individual as
well as the group.
Taken together, this horizontal
understanding and vertical com-
munication should result in a ho-
loptic organization, much like that
experienced by soccer players who
move around the ball, held together
by the object, with the objective of
putting it into the adversaries’ net.
Like on a soccer team, there is a
management team and a captain
guiding the overall organization,
but no grand commander of indivi-
dual actions.
For the Fabrique des Mobilités
to have success with a decen-
tralized organization, it must be
aware of the unique identities of
each partner and individual who
is participating. This identity in-
cludes the culture and organiza-
tional structure of individuals and
organizations, but also the objec-
tives that they are pursuing, even
beyond those that are taking place
within the Fabrique des Mobilités.
The fabrique applies to itself the
same entrepreneurial methods that it
promotes, such as effectuation and the
lean startup.
In time, these identities and varied
capacities should be organized and
utilized, always on a voluntary ba-
sis. Each party that participates
will have to discover the means by
which it can contribute and work
together with the contributions
of other partners. The Fabrique
des Mobilités takes on the mana-
ger role, with a team dedicated to
ensuring that all participants can
function together and that indivi-
duality is expressed in the pursuit
of common goals.
Many key characteristics will be
brought together, including sa-
voir-faire, the ability to work to-
gether, individuation, effort and
expertise in given domains, trans-
parency, the ability to see global
trends together with understanding
global natures and equipotentiality,
and the ability of all to commit to
and utilize the Fabrique’s resources.

53
Tools for functioning as a network
The Fabrique des Mobilités will be
very quickly putting many people
and organizations to work together.
In fact, this is already happening.
In time, dozens of projects each
year will be supported, accompa-
nied by just as many startups and
entrepreneurs. Roughly fifteen
partners are already in place at the
Fabrique des Mobilités, with the
possibility of this doubling over
time, with each contributing the
time and energy of various people.
The team at the Fabrique is itself
another dozen people, together
with other experts, sponsors and
outside advisors. Finally, various
meetings and workshops have all
brought together between 40 and
80 people. In order to keep these
pieces working together, without
falling back on a stiff pyramidal
structure, some tools will be ne-
cessary, never forgetting that these
are only possible means through
which to construct a more efficient
collaboration.
In order to put these collabora-
tive tools in place, we must keep
in mind the culture and habits of
the participants, technological
restraints in given organizations,
and most importantly, that which
they’re really trying to do. It is this
last point which poses a problem,
as that ultimate goal is oftentimes
poorly understood.
That is why the Fabrique des Mobi-
lités is proposing and experimen-
ting with various tools, depending
on usage needs and the working
groups. For sharing documents
and working in a collaborative way,
Google Drive is available. Certain
working groups also use mailing
lists to lead discussions and/or
send out information, as email is
still considered the simplest plat-
form to use. Finally the commons
working group has been testing
the use of the platform dedicated
to managing commons. Up to this
point, only relatively simple tools
have been put in place in order to
iterate their use and determine
whether they function or not, be-
fore planning wide-scale rollouts.
The additional tools that we plan
on testing are:
 a management tool for shared
alerts, to collect and circulate pro-
jects;
 a tool for understanding and vi-
sualizing ecosystems, such as
ecairn (ecairn.com),
 a communications tool, such as
Slack (slack.com). At issue is each
individual’s adoption and use of
such a tool.
Beyond progressive testing, the
second principle at work in the
Fabrique is the ability to utilize
different tools for different tasks
and different groups, which does
however require an adapted coor-
dination. In the end, tools based on
open and accessible platforms will
be favored in order to develop a Fa-
brique des Mobilités that is easily
replicable.

54
Beyond the Fabrique
The Fabrique has been inspired by
systems and ideas throughout Eu-
rope and the world.
The startup accelerators based in
Silicon Valley, of which Y Com-
binator is the best model, have
been spreading that model into
Europe and France (notably with
The Family and NUMA), basing it
on strong networks and commu-
nities as well as significant num-
bers of supported startups. These
accelerators promote their ability
to provide mentors and a quality
network to the startups that they
support, while taking various ap-
proaches to make this happen.
In Europe, thematic accelerators
are developing along a classical
capitalist model. Startupbootcamp
Berlin, concentrating on “intel-
ligent transport and energy,” is a
good example of the type of ac-
celerator with which we envision
partnering. Their economic model
rests on financing coming from
industry and acquiring equity in
their supported startups, making it
complementary to the model upon
which the Fabrique is based.
The EIT ICT is also developing a
way to aid startups that wish to
grow at a European level. Coope-
rative agreements with this type
of partner will allow the Fabrique
des Mobilités to identify projects
with a high potential for European
expansion, while also providing its
partners with an additional sup-
port system for their startups that
takes form both in the Fabrique’s
network of experts and partners
as well as in access to territories
in which to develop the startups’
activities.
The way the Fabrique works is also
inspired by experiences with pro-
grams dedicated to multi-partner
financing of innovation, such as the
H2020 in Europe. Discussions with
relevant sections at the European
Commission made clear the need
for systems centered on startups,
as entrepreneurial and intrapre-
neurial projects have a higher po-
tential for transformation and dis-
ruption. These systems should also
contribute to the emergence of dy-
namic and open ecosystems of in-
novation, bringing them together,
as much as possible, with existing
players.
The Fabrique is a response to this
need, built on a model that com-
plements the classical capitalist
models, since it is centered on
performance and rupture through
socio-economic or environmental
impacts.

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