How to reinvent innovation management? The rules of the game are constantly evolving in a world that is increasingly complex, more connected, faster and more exposed to systemic phenomena. Adapting to it puts innovation under strong constraints and requires reinventing its management.
Olivier Feingold
Managing Partner Innovation | ENSEM
Jean-Sébastien Gros
Partner (Paris) | Polytechnique & Supaero
Rémy Dubois-Gaché
Manager | Montpellier Business School
“Our approach to innovation is concrete: focusing resources on important issues and overcoming all obstacles, from the idea to its realization.”
Olivier Feingold
ENSEM
Olivier first held operational positions in industry (energy, electrical equipment) as an industrialization engineer, quality manager, PLM project manager, product development project manager. He joined Mews Partners in 2002. He provides numerous expert assignments relating to the performance of development processes, the implementation of Data Driven organization and information systems management, in the energy, aeronautics, shipbuilding, automotive, electronics and equipment sectors. He manages Mews Innovation.
Jean-Sébastien Gros
Polytechnique & Supaero
Jean-Sébastien est diplômé de l’Ecole Polytechnique (X 1995) ainsi que de Supaero (2000) et du Diplôme d’Etudes Supérieures en Ingénierie des Affaires (2000). Passionné par l’innovation et la technologie, il débute sa carrière dans la R&D chez Sagem Défense et Sécurité où il exerce des responsabilité d’ingénierie système et de management de projet dans les domaines de l’aéronautique et de l’optronique. Il poursuit son parcours industriel chez Valeo en tant que chef de projet sur des modules innovants dans l’éclairage automobile. En 2007, Jean-Sébastien s’oriente vers le conseil en stratégie d’innovation puis, en 2013, rejoint Mews Partners où il intervient sur la performance de la R&D et de l’innovation, notamment pour des produits complexes.
Innovation is not just one great idea. It is the result of a complicated journey, full of difficulties linked most of the time to “friction with reality”: external reality (market, users, competitors, suppliers) but also internal reality of the company, always complex, where the different stakeholders have diverging cultures, habits and objectives. However, the uncertainty inherent in innovation undermines the usual regulatory mechanisms; this explains why failures are so frequent. Moreover, globalization combined with the digital revolution amplifies and accelerates the phenomena of adoption or rejection of innovation. At Mews Partners, our commitment is therefore to approach innovation from a systemic and integrative perspective, focusing on key areas in a concrete and operational way.
years of operational experience
products developed
academic partners
major European projects
To support resources in their vision and the success of their innovation projects, we have developed two types of partnerships: a partnership with a consulting firm renowned for its strategic thinking in North America, and an academic partnership with a leading French school in order to structure breakthrough innovation through usage.
Once the innovations have been selected, they must be integrated into the product. It is necessary to investigate and converge these opportunities by ensuring their coherence and the optimization of value and cost. Our tool-based methods allow us to:
Our innovation interventions combine approaches that address innovation strategy, the impact of digital technology, the screening of innovations on pragmatic criteria, full-scale testing and the definition of the innovation process.
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