• Renewable energies, sustainable funding and regional projects

    Éric Scotto may well dream about a better world where growth would no longer be synonymous with the destruction of the planet’s resources, but he is not a utopian. ‘Demain’, the film he helped to produce, shows that sustainable solutions are within our reach. We now have to commit ourselves to putting these solutions into practice. Éric Scotto fulfilled these principles because of Akuo Energy, the company he co-founded in 2007 which develops innovative solutions on a local level to produce renewable energies and also to benefit local inhabitants. Éric Scotto says that he is not just a philanthropist: on the contrary, by proving that one can reconcile environmental, social and financial performance he says it is possible to mobilise opinion in favour of a change in energy transition.

  • Social media and digital transformation: the case of Pernod Ricard

    Pernod Ricard manages a unique portfolio of worldwide brands, each of which has a very strong visual image with its consumers who are sometimes experts, passionate about the products. The digital revolution has fostered a closer relationship between the company and its consumers by limiting the role of communication and advertising agencies, and enhancing interactions within very active social networks. After getting to know its clientele for years because of information gleaned from social networks, Pernod Ricard has been able to use this information in order to establish an accurate impression which consumers have of each of its brands, in every country, and to discover the exact ‘moment of conviviality’ when its products are consumed. This precise knowledge allows the Group to carry out marketing activities which are well targeted, more reactive and less costly. This is a huge step forward.

  • Journal n°129 janvier/février 2018

    Réconcilier les futurs

Our last reports - More

English translation

Renewable energies, sustainable funding and regional projects


Éric Scotto may well dream about a better world where growth would no longer be synonymous with the destruction of the planet’s resources, but he is not a utopian. ‘Demain’, the film he helped to produce, shows that sustainable solutions are within our reach. We now have to commit ourselves to putting these solutions into practice. Éric Scotto fulfilled these principles because of Akuo Energy, the company he co-founded in 2007 which develops innovative solutions on a local level to produce renewable energies and also to benefit local inhabitants. Éric Scotto says that he is not just a philanthropist: on the contrary, by proving that one can reconcile environmental, social and financial performance he says it is possible to mobilise opinion in favour of a change in energy transition.

English translation

Social media and digital transformation: the case of Pernod Ricard


Pernod Ricard manages a unique portfolio of worldwide brands, each of which has a very strong visual image with its consumers who are sometimes experts, passionate about the products. The digital revolution has fostered a closer relationship between the company and its consumers by limiting the role of communication and advertising agencies, and enhancing interactions within very active social networks. After getting to know its clientele for years because of information gleaned from social networks, Pernod Ricard has been able to use this information in order to establish an accurate impression which consumers have of each of its brands, in every country, and to discover the exact ‘moment of conviviality’ when its products are consumed. This precise knowledge allows the Group to carry out marketing activities which are well targeted, more reactive and less costly. This is a huge step forward.

English translation

Social media and digital transformation: the case of Pernod Ricard


Pernod Ricard manages a unique portfolio of worldwide brands, each of which has a very strong visual image with its consumers who are sometimes experts, passionate about the products. The digital revolution has fostered a closer relationship between the company and its consumers by limiting the role of communication and advertising agencies, and enhancing interactions within very active social networks. After getting to know its clientele for years because of information gleaned from social networks, Pernod Ricard has been able to use this information in order to establish an accurate impression which consumers have of each of its brands, in every country, and to discover the exact ‘moment of conviviality’ when its products are consumed. This precise knowledge allows the Group to carry out marketing activities which are well targeted, more reactive and less costly. This is a huge step forward.

English translation

Daring to be simple: lessons learned from the Kwid, Renault-Nissan’s indian car


It is often assumed that innovation involves sophisticated products or specialised technologies, and that it emerges in developed countries before being modified and spreading to developing countries. Renault’s car, the Kwid, turns this premise on its head. The Kwid had to be designed and manufactured in India by Indians in order to compete with the cheapest models in the market, and in so doing it rewrote the rules. It had to have an attractive design, but the technical choices made had to be the least expensive. The simplest solutions had to be found, even with respect to the smallest details, and often this meant lowering standards. Imposing such radical ideas on the parent companies required the skill of a charismatic project manager and a very reactive organisation. This experience may be too specific to be able to set a precedent unless it can produce a strategy for global businesses based on the requirements for emerging markets to invent cost-saving solutions which can then be spread throughout the world.

Our last reports

Upcoming sessions - More

Faire d'un EHPAD un lieu de vie et d'humanité, la passion d'une jeune directrice

Séminaire Economy and meaning


By

Du premier groupe industriel mondial au premier groupe “digital industriel”

Séminaire Technological resources and innovation


By

L'éditeur de jeux vidéo qui dynamise la création française

Séminaire Creation


By

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Le journal

Réconcilier les futurs

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N°129 | janvier/février 2018

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L'édito

Concilier compétitivité et solidarité

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Edito du 17 mars 2017

Notre débat “L'inutilité, fléau moderne” a montré qu'il fallait concilier compétitivité et solidarité. 

Compétitivité pour faire en sorte que les productions de biens et services exposées à la concurrence internationale résistent à la pression, et même se développent. Elles sont en effet pourvoyeuses d'emplois directs et indirects et créatrices de richesses économiques. 

Solidarité, car les entreprises sont loin de pouvoir employer tout le monde. Il faut donc développer les productions de biens et services enracinées localement. On en connaît déjà : artisanat, commerce, TPE, administrations, services de santé, Économie sociale et solidaire, etc. Mais elles ne suffisent pas puisqu'il reste encore beaucoup d'inactifs. Si l'on veut éviter que l'inactivité menace la paix civile, il faut donc inventer de nouvelles solidarités et des mécanismes pour rendre finançables des activités utiles mais délaissées, comme dans l'opération territoires zéro chômeurs de longue durée. 

L'École de Paris se veut un lieu où les idées et les expériences nouvelles sont repérées et débattues. Elle a déjà abondamment montré, au rebours des idées reçues, qu'on peut être compétitif sans vivre en enfer et solidaire tout en étant efficace.  

Michel Berry

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Our publications

La course à l'innovation, la saga d'Antonio Molina

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By Luc Hossepied

À l’heure où la métropole lilloise et la nouvelle région des Hauts-de-France veulent s’affirmer comme territoires créatifs et innovants, au rendez-vous du développement durable et de la Troisième Révolution Industrielle, il est un patron – jusqu’ici discret – qui dit « Chiche ! » : Antonio Molina. Avec son programme Verem, il veut faire de la métropole lilloise la capitale mondiale des matériaux complexes. Président du groupe de peinture Mäder et du pôle de compétitivité Matikem, le pôle des matériaux, de la chimie verte et de l’innovation, Antonio Molina a un parcours professionnel atypique. Nous suivons ici son parcours sans faute, ses engagements, ses valeurs ; nous découvrons un ingénieur et un financier. Trop beau ? En acceptant la présidence du pôle Matikem, Antonio Molina veut y appliquer les recettes qui lui ont réussi dans le groupe Mäder : recherche, innovation, partenariat université / entreprise. Dans une région marquée par les mutations du xxe siècle, des hommes comme Antonio Molina sont précieux. Son programme Verem articule les enjeux de l’innovation, de la compétitivité et de l’équité territoriale. Tout ce qu’il aime !

 

Our publications

Prise de parole

1611 orateurs sont intervenus depuis la création des séances de l'École de Paris. Voici un aperçu de nos prochains invités :

Jacques ASCHENBROICH

PDG de Valeo

February 05, 2018

Comment Valeo change la donne grâce au digital

Ségolène LEBRETON

Ancienne directrice de la résidence Lelégard à Saint-Cloud

February 07, 2018

Faire d'un EHPAD un lieu de vie et d'humanité, la passion d'une jeune directrice

Vincent CHAMPAIN

General Manager de la GE Digital Foundry de Paris

February 12, 2018

Du premier groupe industriel mondial au premier groupe “digital industriel”

Cédric LAGARRIGUE

Président fondateur de Focus Home Interactive

February 13, 2018

L'éditeur de jeux vidéo qui dynamise la création française

Amine HAMOUCHE

Ancien directeur général adjoint à l’Économie de la région Normandie

February 15, 2018

Champions cachés, rayonnement et attractivité d'une région