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From Renault to Safran, through Engie, Sanofi and Volotea, the firm talenco supports the strategic, managerial and technological transformations of large companies in the industry, energy and pharmaceutical sectors.
Amid economic and geopolitical tensions, energy transition, technological acceleration, and evolving expectations at work, industry must undergo several transformations simultaneously.
The experiences talenco and testimonies of executives converge: the difference is not just about technology, but about the people involved. the ability to clarify the strategy, mobilize managers, break down organizational silos, and develop the skills necessary for execution.
In industrial groups facing long investment cycles and multiple simultaneous transformations, The challenge is to translate the vision into understandable and manageable priorities. The Renault Group illustrates this logic with the deployment of OKRs around its «Renaulution» plan. Michelin also emphasizes aligning the management teams before operational anchoring. Clarity becomes a prerequisite for speed and commitment.
Industrial transformations take place closest to the ground. Managers must provide meaning, arbitrate, hold people accountable, and maintain commitment. in environments subject to high operational constraints. At Safran as well as at TechnipFMC/Flexi France, the support focuses on collaborative management, agile practices, and the evolution of postures. Leadership becomes a human infrastructure for transformation.
Industrial agility does not consist in adding speed to chaos: it presupposes clear frameworks, decisions closer to the ground, and more cross-cutting forms of cooperation. Nexans emphasizes the value of a lightweight organization, of accountability, and of collective intelligence. The goal is to break down silos, promote continuous improvement, and experiment., while maintaining the rigor necessary for operations.
Digitalization, data, and artificial intelligence open up new levers for productivity, decision-making, and innovation, especially in commercial, support, and management functions. But technology alone does not produce transformation. Industrialists must clarify the use cases of value, secure their adoption, and support the teams. AI also acts as a revealer of overly complex processes, blurred roles, and skills to be strengthened.
Energy transition, automation, AI and new work modes are transforming professions and the skills expected. Michelin places the development of talent at the heart of its «Michelin In Motion» transformation. For industrialists, The goal is to anticipate needs, develop technical and managerial skills, and establish a culture of continuous learning in order to preserve the employability, commitment and adaptability of the teams.
We must embrace change and seize the opportunity of the transformation of our industry to take a leap forward into the future.
Luca de Meo, CEO | Renault Group
Since 2012, the consulting and training firm has been talenco supporting the transformation of major players in the industry, energy, and pharmaceutical sectors.
Need to exchange ideas with our experts?
Marc BRANCHUÂ Director of Consulting
What are the main challenges facing the industry today?
Industrialists must combine pressure on performance, energy transition, digitalization, artificial intelligence, skills evolution, and geopolitical instability. The challenge lies primarily in implementing these transformations simultaneously, with clear priorities, committed managers, and workstyles capable of adapting quickly.
How to move from strategy to execution in an industrial company?
An industrial strategy becomes operational when it is translated into simple, measurable and understandable priorities for each level of the organization. Approaches such as OKRs can help align leaders, managers and teams, arbitrate priorities and make each person’s contribution visible to the strategic objectives.
What role do managers play in industrial transformation?
Managers are the link between transformation ambitions and the reality on the ground. They give meaning, clarify priorities, facilitate cooperation, and support changes in practices. Their development in skills is therefore essential to reconcile operational performance, team engagement, and sustainable transformation.
How to integrate AI and digital technology into industry?
The challenge is not to adopt AI for its own sake, but to identify uses that are truly useful for the business and for performance. Integration must combine technology, governance, skills, and support for change to ensure that these uses are secure, encourage experimentation, and gradually transform work and decision-making practices.
How to develop the skills needed for industrial transformations?
Industrial companies must anticipate the evolution of professions linked to AI, digitalization, energy transition, and new work modes. This requires identifying critical skills, developing upskilling and reskilling, and implementing continuous learning as close as possible to professional situations.
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