Comment procéder pour innover, si l’innovation peut poser le problème de la cannibalisation des activités existantes ? I/ Innover dans des grands groupes demande de “filialiser” les activités d’innovation Pour innover, il faut pour ainsi dire externaliser ou en tout cas filialiser les activités d’innovation. Autrement dit, toutes les entités qui traitent de nouveaux marchés doivent être en quelque sorte sorties de l’entreprise. Ces…
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Guillaume is helping Fortune 500 accounts in their digital transformation.
Guillaume is helping Fortune 500 accounts succeed at innovation, by developing a novel approach to creating innovations that people buy. He’s working with multiple global companies on innovation issues, including Orange, Pfizer, Merck, Danone, Air Liquide, Vodafone, Microsoft and Schneider.
He has helped Inova, an innovation software company, improve its product portfolio by applying the “jobs-to-be done” innovation approach, resulting in new client acquisitions.
He has worked with Alcimed, a Paris-based consultancy focused on healthcare, to create an office in the NYC/Princeton area. There, he helped leading Pharmaceutical companies, including Pfizer and Merck move from a molecule-based business model to a solutions business model. He has sold the largest innovation consulting project in healthcare Alcimed ever sold in its 17 year old history.
Before Alcimed, he has helped leading software companies, such as Microsoft and Dassault Systèmes, with their innovation capabilities.
Guillaume has received his Master’s Degree in Philosophy at Sorbonne University in Paris and his MBA (“Diplôme Grande Ecole”) from ESSEC, a leading business school based out of Paris. A Virginian by birth and Frenchmen by education, Guillaume takes part in the transatlantic dialog on innovation.
