Where consulting firms can't go: the entrepreneurial quest for innovation

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In an era of hyper-transformation, large companies are constantly looking to innovate. While consulting firms seem to be the obvious choice to guide them, their enforcement limitations raise questions.

Innovation: one word, multiple challenges

The desire to innovate on the part of managers of large groups is obvious. As Matthieu Courtecuisse, former president of Syntec Conseil, indicates, we are in the midst of a “hyper-transformation”. Digital technology is changing the game, and faced with new competitors, the impact of an innovative project can be colossal.

But putting it into practice is another kettle of fish. Many of these projects, whether inspired internally or by strategy consulting firms, fail to materialize.

Entrepreneurial DNA: the missing part

These large groups, accustomed to relying on strategy consulting firms, naturally see this as their allies for their innovations. However, while the skills of these consultants are undeniable in many areas, they are struggling to operationally set up new businesses. Businesses must therefore rethink their approach and not limit their vision to the perspective of consulting. After all, Richard Branson built his empire with an entrepreneurial mindset, not through intermediaries.

Beyond analysis: facing reality

Consultants excel in their ability to analyze. They can estimate the size of a market, identify emerging trends, and project opportunities. But they have their limits, especially when it comes to feeling the nuances of the terrain. Unlike startups that are born and evolve by facing the market directly, consultants often lack this flexibility and ability to adapt.

From idea to action: a delicate transition

Launching a new initiative within a large organization is a bit like starting an agile startup in an often rigid environment. And here again, consulting firms are running up against a barrier. They can theorize, advise, but often lack the concrete experience to set things in motion.

Risk: an unevenly shared responsibility

The relationship between businesses and consulting firms remains, at the end of the day, a customer-supplier transaction. In this dynamic, risk-taking is mainly based on the company. However, a cohesive team, guided by common goals and shared participation, is essential for successful innovation.

Innovate differently

Different approaches can be adopted to innovate within large companies, whether through internal or external approaches, or through collaboration with startup studios. But the key to success is often based on close collaboration, mutual commitment, and a shared vision.

For innovation to succeed, especially within large structures, it must be supported. It is not only about advice or guidance, but about real co-creation with a team of entrepreneurs, whether they have already met with success or not.

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