Strategy and Innovation

Enterprises must today face up to major changes in their ecosystem. New forms of competition are emerging, the life cycle of their product and service offerings is accelerating and economic models of distribution are becoming more diversified.

In this context, they must continually adapt their strategy and re-think their processes for innovating and managing the portfolio of services.

So what are the consequences for the enterprise? They involve a number of transformations led by senior management and carried forward by all strategic and operational departments. They present several challenges :

  • The ability to be open towards one's environment during strategy development stages : collaborative initiatives with customers and / or coopetition – competitive cooperation – initiatives with other players

  • The calling into question of traditional economic models in order to promote offerings partnerships and adapt to "on demand" consumption models 
  • The implementation of cross-cutting, "agile and industrialized" innovation management processes and tools
  • The introduction of a real innovation culture within the enterprise

The various Keyrus entities draw upon the Group's innovation culture and its operational experience of managing and implementing innovation. To assist clients with their projects, those entities combine this with a mastery of the different technologies to be deployed – market monitoring tools, implementation of Proofs of Concept…


  • Strategic Plan

    The enterprise's ecosystem is changing, partly due to digital services becoming more widespread. To address these changes, the enterprise must, from now on, continually adapt its positioning and portfolio of products and services. To this end, it is developing agile offerings, open to new partners and based on appropriate business models.

    • Analyze existing arrangements and identify internal drivers of innovation
    • Undertake market studies to identify new development areas / growth drivers
    • Formalize offerings and their positioning
    • Define, and put in place, launch strategies
    • Prepare the Business Case and deployment trajectory stages
  • Innovation Workshops

    In this digital age, practices are changing fundamentally. New technologies are developing relentlessly. Technology is a tremendous innovation driver. It helps enterprises to design new, differentiating services for customers, but also to re-think their employees' workspace. "Innovation workshops" bring together players from different departments and technical experts to explore these new possibilities.

    • Undertake prospective analyses of new practices by building on customer journeys, new methods of working in the enterprise and technological input
    • Valorize and prioritize initiatives with a view to enriching the customer experience
  • Implementation and Innovation

    The introduction of innovative concepts of offerings and services has a clear impact on the enterprise's different functions and entities. It involves implementing specific tools and processes aimed at improving the time to market and helping all those involved move up the learning curve.

    • Put in place an innovation management process based around collaborative approaches and relying on an ecosystem of partners
    • Deploy and carry out the transformation plan – launch of the offering, organization and teams – based on an assessment of operational impact
    • Define a loop for feeding back innovation and a process for continual improvement in "test and learn" mode
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  • Energy sector leader

    Opportunity study on smart cities.

  • International pharmaceuticals group

    Development opportunities with connected objects.

  • Leader in Energy Management

    Analysis of the Building Information Management market.

  • Major services group

    Mid-Market positioning strategy. Keyrus Management assisted the digital branch of the Group in defining its roadmap for the development of an online services platform for the mid-market clientele (intermediate-sized enterprises and small- and medium-sized enterprises), as well as for the segment comprising Professionals and very small enterprises. The analyses made it possible to identify the sectors of activity to be addressed as a priority and the ranges of services to be proposed, and to evaluate revenue potential in a business plan. A specific business unit was created in parallel, for which we helped the client define the organizational structure.

  • Major services group

    In the context of the implementation of a tool for the Steering and Analysis of sales and commercial performance in France, Coliposte wanted to use the Qlikview technology in order to provide salespeople and managers with a simple and intuitive tool to analyze indicators and aid decision-making.