Discover our expertise
To learn more about our methodologies and industry expertise
Discover our work
To learn about the challenges we address and our previous work
Structure.
We examine companies’ models, strengths, and strategies to strengthen their leadership today and tomorrow.
Structure.
We examine companies’ models, strengths, and strategies to strengthen their leadership today and tomorrow.
Sujet •
From French challenger to pioneer of the water transition. Vision & strategic roadmap.
Need •
Following several changes and acquisitions, against a backdrop of competitive shifts and growing pressure on resources, we supported a French challenger in the water management, treatment, and supply sector, keen to write an ambitious new chapter in its history.
To help accelerate its growth in France and internationally, and boost its appeal to new investors, we helped it build a new transformative roadmap for the short, medium, and long term.
To help accelerate its growth in France and internationally, and boost its appeal to new investors, we helped it build a new transformative roadmap for the short, medium, and long term.
Steps •
In collaboration with the Executive Committee, we have established a strong ambition and a major change in vision. Moving from a third-party, passive position as a DSP to the innovative and proactive approach of a champion of water transition; Together, we have rearticulated the strategic fundamentals, the vision for innovation, products, and services, and built a positive and engaging narrative, establishing new pillars of activity at the heart of the evolution of the model and the organization: a model that combines financial value creation and environmental value creation.
Result •
A strategic and operational roadmap for 2030, rooted in social and environmental utility and responsibility. A renewed vision of business opportunities. A global and operational repositioning to embody not only the figure of the challenger, but also that of the pure player in the water transition: a more innovative, more agile challenger, resolutely committed to preserving a strategic resource for humanity.
Future.
Forward thinking, trends, weak signals—we help companies think about tomorrow, ask questions, and anticipate key transformations.
Future.
Forward thinking, trends, weak signals—we help companies think about tomorrow, ask questions, and anticipate key transformations.
Sujet •
Forward planning and strategic updates for France’s leading entertainment and gaming company.
Need •
In the context of technological updates, the group wanted to examine future developments and opportunities in order to make informed decisions about new strategic transformations and the associated key projects.
Steps •
A forward-looking methodology combining 1) the PESTEL framework (Harvard Business School) 2) the development of thematic scenarios enriched with trend analysis, expert interviews, and weak signal analysis 3) the production of design fictions 4) an analysis of impacts by future, for example on the customer journey, the business model, risks and opportunities, within a global logic of prioritization and strategic problematization for the group.
Result •
A “Prospective & Impacts” mission that helped to inform and stimulate strategic and operational thinking among the Chair, the Executive Committee, senior management, the various Strategic and Operational Committees, and even the Board of Directors. This mission provided an opportunity to review the current strategic plan and define the key projects to be launched by the group in the near future.
Culture.
We dissect the heart of organizations and build powerful and engaging corporate cultures that are in tune with the societal challenges of our time.
Culture.
We dissect the heart of organizations and build powerful and engaging corporate cultures that are in tune with the societal challenges of our time.
Sujet •
Reinventing the Employee Value Proposition for a major watchmaker and leveraging cultural transformation to drive growth.
Need •
We supported the world’s youngest luxury watchmaker through its period of hypergrowth. Whereas its image alone had previously been enough to attract new talent, the company was now facing increased competition in the war for talent for the first time. The company’s attractiveness as an employer and the loyalty of its internal talent had become a major strategic issue at the heart of its growth objectives.
Steps •
Using our Culture Map methodology, we conducted an advanced analysis of the culture and organization. Through immersion, meetings, and observations, we identified historical highlights, noted HR issues and practices, and highlighted the gaps between the company’s image, values, and product excellence as perceived externally, and the conservative reality of working methods and employee experience internally. By realigning economic and human ambitions, we were able to rearticulate a clear, attractive, and effective employer strategy.
Result •
1. A reinvented employer strategy. An explicit EVP promise, aligned with the strategic vision and economic ambition.
2. A transformed talent experience journey, capable of attracting and retaining talent.
3. A transformation of corporate culture and managerial practices implemented around new myths, rituals, and symbols that guarantee the company’s evolution and attractiveness.
Our approach
APPLIED PROSPECTIVE. We combine economic, strategic, and social science perspectives. We project them into the future to address the major challenges facing businesses. Together with our clients, we develop strategic plans that are commensurate with the disruptions affecting them and the opportunities awaiting them.
Structure.
We examine companies’ models, strengths, and strategies to strengthen their leadership today and tomorrow.
Sujet •
From French challenger to pioneer of the water transition. Vision & strategic roadmap.
Need •
Following several changes and acquisitions, against a backdrop of competitive shifts and growing pressure on resources, we supported a French challenger in the water management, treatment, and supply sector, keen to write an ambitious new chapter in its history.
To help accelerate its growth in France and internationally, and boost its appeal to new investors, we helped it build a new transformative roadmap for the short, medium, and long term.
To help accelerate its growth in France and internationally, and boost its appeal to new investors, we helped it build a new transformative roadmap for the short, medium, and long term.
Steps •
In collaboration with the Executive Committee, we have established a strong ambition and a major change in vision. Moving from a third-party, passive position as a DSP to the innovative and proactive approach of a champion of water transition; Together, we have rearticulated the strategic fundamentals, the vision for innovation, products, and services, and built a positive and engaging narrative, establishing new pillars of activity at the heart of the evolution of the model and the organization: a model that combines financial value creation and environmental value creation.
Result •
A strategic and operational roadmap for 2030, rooted in social and environmental utility and responsibility. A renewed vision of business opportunities. A global and operational repositioning to embody not only the figure of the challenger, but also that of the pure player in the water transition: a more innovative, more agile challenger, resolutely committed to preserving a strategic resource for humanity.
Future.
Forward thinking, trends, weak signals—we help companies think about tomorrow, ask questions, and anticipate key transformations.
Sujet •
Forward planning and strategic updates for France’s leading entertainment and gaming company.
Need •
In the context of technological updates, the group wanted to examine future developments and opportunities in order to make informed decisions about new strategic transformations and the associated key projects.
Steps •
A forward-looking methodology combining 1) the PESTEL framework (Harvard Business School) 2) the development of thematic scenarios enriched with trend analysis, expert interviews, and weak signal analysis 3) the production of design fictions 4) an analysis of impacts by future, for example on the customer journey, the business model, risks and opportunities, within a global logic of prioritization and strategic problematization for the group.
Result •
A “Prospective & Impacts” mission that helped to inform and stimulate strategic and operational thinking among the Chair, the Executive Committee, senior management, the various Strategic and Operational Committees, and even the Board of Directors. This mission provided an opportunity to review the current strategic plan and define the key projects to be launched by the group in the near future.
Culture.
We dissect the heart of organizations and build powerful and engaging corporate cultures that are in tune with the societal challenges of our time.
Sujet •
Reinventing the Employee Value Proposition for a major watchmaker and leveraging cultural transformation to drive growth.
Need •
We supported the world’s youngest luxury watchmaker through its period of hypergrowth. Whereas its image alone had previously been enough to attract new talent, the company was now facing increased competition in the war for talent for the first time. The company’s attractiveness as an employer and the loyalty of its internal talent had become a major strategic issue at the heart of its growth objectives.
Steps •
Using our Culture Map methodology, we conducted an advanced analysis of the culture and organization. Through immersion, meetings, and observations, we identified historical highlights, noted HR issues and practices, and highlighted the gaps between the company’s image, values, and product excellence as perceived externally, and the conservative reality of working methods and employee experience internally. By realigning economic and human ambitions, we were able to rearticulate a clear, attractive, and effective employer strategy.
Result •
1. A reinvented employer strategy. An explicit EVP promise, aligned with the strategic vision and economic ambition.
2. A transformed talent experience journey, capable of attracting and retaining talent.
3. A transformation of corporate culture and managerial practices implemented around new myths, rituals, and symbols that guarantee the company’s evolution and attractiveness.
Our trademark :
thinking against the current
5 key principles to disrupt the status quo
01
Always question everything
The art of asking the right questions... even the most provocative ones, to enrich our approach.
02
Put people first
Considering that any business topic is first and foremost a social science topic.
03
Open the framework
Looking beyond the questions asked in a systematic way so as not to have any blinders on.
04
Change our perspective
Working with multi-disciplinary thinkers to inspire new perspectives.
05
Be concrete
Getting out in the field. Going beyond theory. Developing ideas, initiatives, and tangible actions to bring about real change in the company.
Our conviction
You can't create change by swimming with the tide
...within your organization, your category, your industry, and the societal context in which you evolve.
Welcome
to a world of
contradictory
injunctions
Growth & sustainability, performance & responsibility, short term & long term, shareholder & stakeholder, client & talent, yield & sobriety…
Go upstream
