Consulting and Keynotes

No company or group begins its innovation journey from a blank canvas. It’s not about dreaming up the idea of a lifetime and stashing it away in a drawer. It’s about understanding the processes, activities, talents, experience and know-how specific to your organisation that can serve as the foundation for building your Innovation Management System. Our approach is based on the ISO 56001 and ISO 56002 standards and on formalised tools such as the MIMS® Assessment.

The development of sustainable innovation capabilities represents a strategic decision. It is not a question of allocating a budget to carry out an innovative project; rather, it is a matter of changing internal practices so as to gradually integrate innovation into the day-to-day work of the teams. It is therefore essential to secure the commitment of management and build a shared vision of innovation and the keys to success.

Depending on your specific context, we can assist you in identifying and activating the most effective levers for engaging management (business approach, benchmark, normative pressure, etc.).

The establishment of an Innovation Management System is, first and foremost, an engineering process. However, for the system to function effectively, it is essential to gain the commitment of the relevant teams. The number of people to involve, the optimal timing for implementation, and the nature of their involvement depend on the company’s intention to innovate. By looking beyond fads and dogmas, we can help you determine these parameters and implement the most appropriate awareness-raising and training initiatives at the optimal time.

The activities that make up the IMS are numerous and relate to strategy, operational management, the implementation of appropriate support systems, etc. It is important to combine activities effectively. It is common for companies to launch an ideation challenge or set up a “lab” to initiate an innovation dynamic. However, without working on the strategy and the capacity to put projects into practice upstream, they often end up with little real substance. At the same time, it is not advisable to invest significant time in developing a strategy without implementing it. We can assist you in creating a roadmap that will enable you to implement the right activities at the right time for your particular situation.

Innovation requires a willingness to face uncertainty. In a context of uncertainty, it is particularly important to define appropriate decision-making processes. Traditional decision-making processes in companies and public organisations are usually designed to minimise risk and eliminate uncertainty. In short, the decision-making processes in place are more often than not likely to kill off any chance of innovation. Furthermore, an IMS requires a diverse range of roles, including project managers, specialists in specific methods, specialists in specific operations, facilitators, system managers, and more. We can assist you in defining the optimal roles and decision-making committees for your specific context.

An increasing number of organisations are formalising their innovation management systems, and it can be beneficial to learn from their experiences. However, it is essential to ensure that you are comparing like with like. Our expertise allows us to identify sources of inspiration and those that should be avoided, both within and beyond your own sector of activity. Our integration in numerous networks and the development of numerous partnerships allows us to help you make contact with and integrate networks that are adapted to your context.