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The art of anticipation in the age of information overload - conference in October 2011


In today's context, how to apprehend your environment, decypher the news and act to position yourself accordingly?


The future of all organisations, be they academic or entrepreneurial, depends on their ability to understand and anticipate the changes to their environment.

The levers of an endangered industry
Study of the metal stamping industry - May 2012


Research and analysis of the key success factors of automotive Tier 2 to N suppliers of stamped parts.


Status and best practices of the sector in France. Company dynamics, profitability and key success factors.



  1. Insufficient or no monitoring and prospective analysis of markets, client needs and expectations, competitive positions and potential acquisitions to enable them to anticipate evolutions, risks and opportunities.

  2. A lack of understanding of the strengths, weaknesses and values of the company upon which to build a differentiated positionning and strategies appropriate to its' fundamentals, changing environment and customer needs.

  3. Too much focus on the daily business and operational problems to take the step-back required to optimise operations from design to delivery.

  4. A deficit in marketing and commercial culture to effectively analyse and bring offers to market

  5. A lack of understanding and utilisation of the competences, talents and complementaritiés to leverage in order to develop and deploy the strategies, organsation and actions appropriate the company's objectives and development


... are some of the key issues which hinder the proper functioning and growth of companies day after day. And, given their constraints of time, means and resources, they are unable to apprehend and exploit all the levers necessary for their development.

Yet, in over 90% of cases, the issues identified can be resolved by the existing means and resources in the company, with perhaps one or two carefully selected external hires, if, and only if, strategy, know-how, human resources and key activities are considered as an indivisible and interdependent whole, where People are a value and not a cost.


Indeed, most of the time business issues and strategic thinking remain decorrelated from all the capacities and the resources of the company responsible for implementing the proposed solutions. Even during a transformation programme, resources and solutions are rarely analysed simultaneously to understand how to deploy, by activity and key stage, the capacities and complementarities most suited to achieving the objectives.


However, as countless interviews and analyses have shown, those resources often have ideas and capacities which are unsuspected and unused, because operating in roles and responsibilities oft far removed from the key competences in which they prove to excel.

Assessing, in parallel, business issues, needs, required actions and the potential of existing resources allows one to reallocate all or part of the resources, or of their time, to the activities, roles and responsibilities most appropriate to the needs of the company and the potential identified. And thereby think through and deploy the solutions and the organisation most suited to the evolutions of the environment, the company and the employees.


This reconciliation, confirmed by the performance and motivation demonstrated by these resources after being reallocated and combined astutely, appears to be the only lasting and economically viable lever which will allow companies to reconcile uncertainty with continuing development.

Download the point of view "Combining talent sweet spots, the winning strategic model"

Combining talent sweet spots, the winning strategic model  - October 2015


The world has changed. What held true yesterday can no longer be deployed as it always was in the past.


In order to orient and deploy themselves today, individuals and businesses require a much more precise knowledge and understanding of their own strengths and differences and of their environment than in the past.

Reconciling strategy, needs and talents to seize the opportunities of world in perpetual evolution


Over the course of many projects, we've observed that most companies we either worked for or analysed encounter major difficulties to internalise and exploit their fundamentals, the ongoing evolutions to their environment and the actions required in order to position themselves for and adapt to changing market requirements.

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