Change is not a problem!

Innovating means transforming your strategy, your practices and your culture !

Systematically combining internal and external resources to create value implies – except for the rare “born innovative” – an evolution of strategy, practices and culture. Transversal beyond the boundaries of the company, innovation relies on a variety of skills, approaches focused on uses and great flexibility: the larger the surface area and the greater the maturity of a company’s innovation, the more essential it is to embody the innovation function.


The challenges of innovation thus lie in the ability of companies to rely on a broad vision of innovation to make it a real lever for transformation.


The playing field is changing, private and public sector players have matured and expectations have evolved: to serve the company’s “raison d’être”, to be a player in sustainable development, to acculturate employees to new work practices. Implementing projects, scaling up, and co-developing offers with partners, customers and employees remain major challenges..


As the conductor of open innovation, the Innovation Department leads the cultural change that is essential for managing an increasingly complex and uncertain environment.

A few missions to illustrate our innovation practices

Implementation of a campaign using participatory innovation

Unlocking innovation: Engaging internal community, offbeat ideas, collaborative platform. Selected 3 projects for launch.

Massively collaborative ideation campaigns

Global collaboration sparks innovation: 100+ participants, innovation champions, successful campaigns, sharing best practices & future plans.

Assessment and roadmap of the "Innovation" department

Transforming innovation: Roadmap for department setup, integration with company transformation. Customer-centric approach, resource allocation.


My main areas of expertise are innovation management and service marketing for performance improvement. Innovation itself must be a lever for change. For an innovation to find its "market", it must be surrounded by a favourable environment based on openness, collective intelligence, creativity, meaning and organization. Meeting a market means alternating postures where "everything is to be considered, even the impossible" and times of decision where the most solid rigor prevails.