Testimonies (extract)
​Société Générale (Financial services)
Context Need for visibility on the portfolio of ongoing innovation projects, on the cumulative amount of investment, on the return on invested capital, on the maturity of the innovation culture and on the deployment of good practices.
Testimonial As leader of the Societe Generale group's Business Process Management entity, one of my key challenges was to improve the visibility and impact of the innovation projects led by my teams.
I called on C. Auriach to choose, adapt and implement a method and management tools for both our employees and our partners, on the occasion of the general deployment of a process management initiative. The scope concerned covered all geographies and all business lines of the group, i.e. 24 business & service units and around 50 countries. By exploiting this contribution, we have grouped our innovation projects into a selective portfolio, each initiative of which must justify the creation of value according to a method that can be adapted to many different contexts.
The deployment method is an innovation in itself, insofar as the performance of each introduction of a new capacity, a new product or a new service is measurable according to the same 4 axes, the result of an unprecedented modeling taking into account the very wide variety of contexts within the group: customer satisfaction, productivity, generation of net banking income and avoidance of losses. Each of these axes is broken down into criteria for assessing the value specific to the profession and possibly to the geography in question. The gains recorded vary between a few million euros and a few tens of millions of euros per year depending on the business / geography intersection considered.
Françoise Fernandez-Fievet, head of Group Business Process Management​​​
Servier (pharmaceutical industry)
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Context Creation of a new global business line. Setting up a brand new offering using a "coopetition" approach, internalizing competitor's industrial processes into an existing network of 11 factories spread across 4 continents. The main challenges include managing flexibility to adapt to a highly volatile demand profile, developing a new culture with an entrepreneurial and agile approach, recruiting and training the team, achieving ambitious growth targets on both the sales and production sides, and piloting the new processes quickly and efficiently.
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Testimonial As leader of a Contract Manufacturing Organization (CMO) team within the Servier Group, present on four continents and supported by 11 factories in nine countries, our objective was to create and develop a business unit to absorb a portion of the fixed costs of industrial assets by managing a portfolio of active ingredient and pharmaceutical specialty production projects for third parties.
This new business unit was competing with other major pharmaceutical companies, as well as pure-play CMOs. To establish ourselves and grow in these competitive markets, we launched a project-based approach, notably calling on C. Auriach to propose a method and process tailored to the needs of our clients, from the project promotion and sales phases through to delivery, including value creation modeling.
Highly professional, Christian leverages his rich and varied professional experience and shares his best. Agile, responsive, educational, challenging, with access to and mastery of concrete tools, he was able to meet our expectations and support us in this important project. In the end, we met the expectations of value creation for the group by generating significant gains with a very controlled level of investment.
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Arnaud Girard, CMO General Manager
​Halieuticom (thematic social network)
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Context Take on the challenge of scaling up an innovative thematic social network, by adopting a hybrid BtoC and BtoB strategy, on a global scale (50 countries) with a particular focus on Europe.
Testimonial T
As CEO of Halieuticom, France’s number one mobile application publisher in the recreational fishing sector, I called on Mr. Auriach to take on a new step. Thanks to a powerful methodological contribution, we have been able to win calls for tenders that were previously inaccessible to us, with European public institutions, and in particular the European Commission itself. We now have a management process for our innovation projects focused on efficiency, arbitration of potential and compliance with our strategy. We are deployed in more than 100 countries and serve a community of 200,000 fishermen both at sea and in rivers, while helping to preserve aquatic fauna on European coasts thanks to our partnerships with authorities in this area.
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Grégory Tordjeman, CEO
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​Crédit Agricole (financial services)
Context For too long, "innovating" has just meant "stimulating creativity and seeing what comes out." There's a growing need to measure the ROI of innovation. A rebalancing is needed between the necessary freedom to create and leveraging the latest innovation project portfolio management techniques used by tech giants.
Testimonial As Director of Innovation at Edokial (now Doxio), a publishing and document dematerialization services company belonging to the Crédit Agricole group, I set myself the strategic objective of greater control over the value created by our projects. We called on C. Auriach to select, customize and infuse a method and tools for managing innovation projects with our employees.
By leveraging this contribution, we introduced with our teams an innovative chain of virtualization and mail routing for one of the group's regional banks, resulting in a drop in the volume of paper exchanges by half, from 746,000 to 370,000 mail items per year.
We also helped optimize the operation of archive warehouses accumulated over several decades by another subsidiary, Locam, specializing in equipment financing.
These two initiatives are part of a portfolio of innovation projects that are constantly prioritized based on their challenges, their alignment with the innovation strategy, and the dynamics of the ecosystem in which the group operates.
The list of other initiatives includes, for example, the construction of a blockchain dedicated to collaboration between banks and notaries, the modernization of a subsidiary's customer base, or the capitalization of experience acquired on agile projects. Very professional, educational, and efficient, C. Auriach allowed us to complete our know-how by transmitting an operational methodology and a new stance towards innovation and supporting our customers.
Marc Lacroix, Chief Innovation Officer
Inedee (ERP publisher)
Context Scaling up of an ERP publisher specializing in the communication & advertizing sector.
Testimonial We are an ERP software publisher dedicated to the communication sector and target market leaders in Western Europe. We called on C. Auriach to help us improve the performance of our organization and our innovation projects. He offered us a new operating framework, target processes, recommended dashboards, target role definitions, a new business model and a new pricing method. This has allowed us to pivot our organization, to empower middle managers, to sign contracts of a new scope and to carry out more ambitious projects by creating a break with our old practices. In our business as a software publisher, innovation is a daily obsession because performance is measured by the functional richness of our solution and the alignment with constantly changing needs and customer experience. C. Auriach was able to advise us on the model adapted to this dynamic context, collaborating with all the teams at all levels to bring out the key messages and train them on the target. Very professional. We call on C. Auriach regularly to remain efficient.
Philippe Lachenko, CEO
IMT Group (education)
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Context Need to introduce a concerted innovation approach within a higher education organization.
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Testimonial As newly appointed Executive President of the IMT Group, I was faced with the identification and launch of a portfolio of innovative projects, breaking with the previous culture of continuity, in order to create the conditions for a growth relay, able to face new competition. I engaged Mr. Auriach to disseminate a consistent innovation method and process across the organization, training our extended leadership team closely. He has demonstrated a very high level of competence, calling on a diversified approach borrowing from strategy as well as organization, process optimization and participatory communication.
The first result was an adjustment of our business model. Then we worked on the potential of our assets, structured around four main levers: invest, innovate, sell and combine. This allowed us on the one hand to qualify our starting point, our reality, where we were; on the other hand, to realize this untapped potential by targeting the right projects in our dense and demanding ecosystem of pharmaceutical laboratories.
Patrice Martin, CEO
Mentat consulting (professional services)
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Context Have a 5-year strategy, and a process for maintaining this strategy.
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Testimonial I run a consulting and integration company specializing in contact centers. These systems manage interactions between customers and businesses, regardless of the channel, whether chat, email, technical interfaces, or social networks. We called on C. Auriach to determine and transmit a working method and an operational process, on the one hand to define and validate our 5-year innovation strategy, and on the other hand to implement it by including an ambitious innovation communication component.
This allowed us to pivot our positioning by focusing it on the recognition we receive from the software publisher Genesys, a global leader in the sector, and the perception of our offer by our ecosystem of customers, prospects, partners, employees, and job candidates. We already had the technical expertise; we lacked the process for managing our innovation projects, prioritizing our investments, and focused and effective execution of our disruptive strategies.
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Abdeljalil Gueddou, CEO
Vairon travel (travel)
Context Finding a new economic model and making the shift to the new underlying businesses.
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Testimonial As Managing Director of a network of business travel agencies serving companies of all sizes, from SMEs to multinationals, I have had to constantly modernize our offering and the way we present it to the market over the past four years. I called on C. Auriach to help us structure our portfolio of innovation projects by disseminating a method and a work process shared by all our teams. Among other contributions, the process of building a catalog that is constantly revised and arbitrated based on trends deemed promising and the expectations expressed by representatives of our market has proven essential for our growth.
We have thus signed increasingly large contracts by better targeting our efforts and widening the gap with the competition.
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Jean-Marcel Michonet, General Manager
Artik consulting (professional services)
Context Need to train consultants in strategic innovation and business consulting.
Testimonial I am a partner in an information systems architecture consulting firm. My objective was to set up training allowing our consultants to professionalize their consulting practice in a constantly changing world. I wanted to be able to personally contribute to the personalization of the training by making the most of the very rich content offered by C. Auriach.
This course was provided to several groups of collaborators, who found it rich, useful and in line with their expectations and therefore mine. We now have a common repository of interaction processes with our customers, good practices for improving our individual and collective performance, in a context where our customers ask us to help them transform their IS using innovative - but also pragmatic - approaches.
Olivier Guerin, Partner