Industry & utilities
Reinventing the fundamentals to stay competitive in a changing industrial world
Industry, energy and infrastructure are undergoing profound change, accelerated by technological transformation, cost pressures, market volatility and the growing complexity of value chains. Against this backdrop, organizations need to rethink their strategic orientations, adjust their operating models and undertake sustainable transformations to secure their position and project themselves into the future.
Today’s industrial and utilities companies are faced with a dual requirement: to meet short-term performance and competitiveness constraints, while at the same time preparing for profound strategic repositioning in the face of changing markets, technologies and customer expectations.
This means clarifying medium-term ambitions, adjusting business portfolios, and strengthening innovation capacity, including in business models. On the operational front, organizations need to review their production, maintenance, logistics and asset management processes, to gain in agility, reliability and responsiveness. The development of information systems, targeted digitalization and data structuring are becoming essential levers.
Lastly, the success of these transformations depends on the ability to develop skills and managerial roles, and to mobilize all teams around concrete, credible and measurable change dynamics.
In an uncertain environment, it is the organizations capable of reconciling strategic vision, operational rigor and human agility that will make the difference.
industry & engineering
Energy & utilities
Real estate, construction & housing
Industry & engineering
Industrial goods companies face a threefold challenge: rethinking their positioning in light of the globalization of value chains, integrating increasingly complex technologies (AI, automation, simulation, etc.), and adapting their production models to ever-tighter constraints of time, cost, and quality. To succeed, players must revisit their offering strategy, rationalize their project portfolios, and often reassess the balance between sites, functions, and partners. Optimizing operating models, mastering complex projects, and strengthening the capabilities of operational teams are key levers to build resilience and competitiveness in an environment where risk management and foresight make the difference.
Building a 5-year strategy
Defining the fundamentals of a customer-centricity strategy for an industrial equipment manufacturer
Design of a unified organization in preparation for a merger with a competitor
Management of the post-merger integration plan for 2 SMEs
Drawing up a business plan for new business development
Energy & utilities
The energy, water, and waste sectors are undergoing a profound transformation: ecological and energy transition, regulatory changes, resilience to geopolitical and climate crises, the development of storage and flexibility solutions, and technological shifts (smart grids, decentralized production, sorting technologies, digitalization, AI, etc.). Operators must balance the maintenance and adaptation of existing assets with the development of new capacities and business models (including value-added services). This transformation relies on a clear strategic vision, the ability to evolve roles and skills, and the alignment between central and local organizations. Steering this transformation while ensuring service continuity and economic performance is a key challenge for sector leaders.
Real estate, construction & housing
Real estate, construction, and housing players operate in a context of cyclical markets, margin pressures, and growing demands in terms of quality, timelines, and risk management. They must rethink their development and production models, and build a more seamless approach to client and occupant relations. Transformation also involves strengthening project management processes, professionalizing support functions, and developing the ability to operate within ecosystems (owners, subcontractors, developers, investors). The challenge is to design more integrated, agile, and well-managed organizations to secure operations and enhance value creation.
Defining a new customer relations strategy for a real estate agency network
