ENTREPRENEURS FOREVER
PARTAGE
DE VALEUR(S)
SHARING
2013
VALUE(S)
ENTREPRENEURS FOREVER 2013 INTRODUCTION/FOREWORD ...................4
PHILIPPE-LOĂC JACOB .........................48
PRĂFACE/PREFACE ...............................6
PrĂ©sident dâEco-Emballages CEO Eco-Emballages
FRANĂOIS BERGERAULT .........................8
PHILIPPE KLOCANAS ...........................52
Cofondateur de Lâatelier des Chefs Co-Founder of Lâatelier des Chefs
Partenaire fondateur de Weinberg Capital Founder Partner Weinberg Capital
OLIVIER BROURHANT ........................12
JULIETTE KOPP .................................56
CEO et cofondateur dâAmaris CEO and Co-Founder of Amaris
MING-PO CAI ...................................16 Président et cofondateur de Cathay Capital CEO and Co-Founder of Cathay Capital
GAUTIER CASSAGNAU .........................20 Président et cofondateur de Geolid CEO and Co-Founder of Geolid
PASCALE CHRĂTIEN .............................24 Directeur industriel dâEFI Automotive Industrial Manager EFI Automotive
AXELLE DAVEZAC ..............................28 Directeur général de la Fondation ARC pour la recherche sur le cancer General Manager ARC Foundation for Cancer Research
OLIVIER DE LA CLERGERIE ....................32 Directeur général et cofondateur du groupe LDLC General Manager and Co-Founder of LDLC group
PATRICK DUPUIS ..............................36 Directeur financier monde de Paypal Inc. Head of Finance (World) Paypal Inc.
MICHEL DURANSEAUD .........................40 Directeur général et fondateur de CMHL Enterprises General Manager and Founder of CMHL Enterprises
KARINE HIRN ....................................44 Cofondatrice dâEast Capital et directeur gĂ©nĂ©ral pour la Chine Co-Founder of East Capital and General Manager (China)
Directeur exécutif de la division Food and Pharma de Boccard Executive Manager of the Food and Pharma division for Boccard
THIBAUT MUNIER ..............................60 Directeur général et cofondateur du groupe 1000mercis General Manager and Co-Founder of the 1000mercis group
CHRISTIAN NIBOUREL ..........................64 PrĂ©sident dâAccenture France CEO Accenture France
GWENDAL PEIZERAT ...........................68 Conseiller régional RhÎne-Alpes et cofondateur de Soleus Regional Councillor for the RhÎne-Alp area and Co-Founder of Soleus
MICHAEL PETERS ...............................72 PrĂ©sident du directoire dâEuronews CEO Euronews
MICHEL RIERA ...................................76 Associé de Trajectis Partner Trajectis
ANNE THIVOLLE ................................80 SĆur NathanaĂ«l, FraternitĂ©s Monastiques de JĂ©rusalem Sister Nathanael, Monastic Fraternities of Jerusalem
DELPHINE VITRY ................................84 Présidente et cofondatrice de MADnetwork CEO and Co-Founder of MADnetwork
REMERCIEMENTS ACKNOWLEDGEMENTS .......................100
3
20 portraits, 20 facettes dâ EMLYON FOREVER
20 portraits, 20 facets of EMLYON FOREVER
NICOLAS JOB
PHILIPPE COURTIER
NICOLAS JOB
PHILIPPE COURTIER
PRĂSIDENT EMLYON FOREVER
DIRECTEUR GĂNĂRAL EMLYON BUSINESS SCHOOL
CHAIRMAN OF THE BOARD EMLYON FOREVER
PRESIDENT EMLYON BUSINESS SCHOOL
Nous sommes trĂšs heureux de vous prĂ©senter ce livre de portraits de diplĂŽmĂ©s EMLYON, le premier dâune collection qui en comptera cinq Ă paraĂźtre dâici 2017. GrĂące Ă un management ambitieux et Ă un corps professoral exceptionnel, notre Ăcole a remarquablement progressĂ© dans les classements et est aujourdâhui la 15e business school europĂ©enne. Lâune des premiĂšres forces dâune Ăcole, câest son rĂ©seau de diplĂŽmĂ©s. Nos 23 000 diplĂŽmĂ©s sont les ambassadeurs de notre Ecole et contribuent chaque jour Ă son rayonnement. Leur place dans la gouvernance de lâĂcole est essentielle, car leur intĂ©rĂȘt Ă long terme se confond avec celui de lâĂcole. Par leur influence et par leurs dons, ils contribuent Ă son dĂ©veloppement. Vouloir dĂ©crire EMLYON au-delĂ des classements acadĂ©miques, câest donc faire le portrait de nos diplĂŽmĂ©s. Câest une tĂąche aussi dĂ©licate que stimulante : il a fallu identifier les 20 diplĂŽmĂ©s de cette premiĂšre Ă©dition parmi 23 000, construire un fil rouge, choisir une thĂ©matique annuelle et un titre de collection... et aussi une plume pour rĂ©diger l'ouvrage. Le nom de la collection, "ENTREPRENEURS FOREVER", fait Ă©cho Ă la mission de notre Ăcole et Ă notre histoire, car au-delĂ des parcours et des univers de chacun, il y a un ressort commun : lâenvie de fonder, dâĂ©crire son histoire
ENTREPRENEURS FOREVER 4
Ă la premiĂšre personne du singulier ou du pluriel. La thĂ©matique 2013 sâest imposĂ©e naturellement au fil des entretiens prĂ©paratoires avec les diplĂŽmĂ©s. Elle correspond aux prĂ©occupations du management dâaujourdâhui et exprime parfaitement le positionnement dâEMLYON : "partage de valeur(s)". Trouver une plume pour rĂ©diger ces portraits Ă©tait une Ă©vidence : merci Ă Corinne Lapras (MBA 85), qui, aprĂšs avoir rĂ©vĂ©lĂ© son immense talent de portraitiste depuis 10 ans au service des DĂ©jeuners de Performance, nous a rejoints sans une hĂ©sitation dans cette nouvelle aventure. Nous avons souhaitĂ© confier la prĂ©face de ce livre Ă Françoise Dany, Doyenne de la FacultĂ© EMLYON, qui tĂ©moigne ainsi de lâexcellence de lâenseignement de notre Ăcole. Vous allez lire les 20 portraits 2013 : des hommes et des femmes de tous Ăąges, entrepreneurs ou intrapreneurs de grands groupes, de PME, de start-up ou dâassociations. En dĂ©couvrant leurs parcours, prĂ©visibles ou plus atypiques, en France et dans le monde, vous serez impressionnĂ© par lâĂ©nergie, la richesse, la puissance de notre Ăcole et de son rĂ©seau, qui existe par et pour ses diplĂŽmĂ©s. Que vous soyez Ă©tudiant, diplĂŽmĂ©, entreprise ou institution, nous espĂ©rons que ce livre vous convaincra de vous engager, ou de rester engagĂ©, auprĂšs dâEMLYON, dans la mĂȘme communautĂ© dâintĂ©rĂȘts et de valeurs.
We are very pleased to present this book of profiles of EMLYON alumni â the first in a collection that will include five books by 2017. Thanks to ambitious management and an exceptional faculty, our school has made rapid progress in the rankings and is now the 15th leading business school in Europe. One of the greatest strengths of a school is its alumni network. Our 23,000 alumni are our schoolâs ambassadors, and help enhance its reputation every day. Their role in the governance of the school is crucial because their long-term interests coincide with the schoolâs interests. Through their influence and donations, they contribute to its development. So portraying EMLYON beyond mere academic rankings means sharing the stories of our alumni. This task has been both tricky and stimulating: we had to choose 20 alumni for this first edition, out of 23,000; build a common thread; choose an annual theme and a title for the collection... and find someone to write the book. The name of the collection, "ENTREPRENEURS FOREVER", echoes our schoolâs mission and history because, beyond the paths and worlds of each individual, there is a common denominator: the desire to create, to write
oneâs history, in the first person singular or plural. The theme for 2013 emerged naturally, through the preparatory interviews with the alumni. It corresponds to the concerns of todayâs management and perfectly expresses the positioning of EMLYON: "sharing value(s)". Finding the right author to write these profiles was easy, thanks to Corinne Lapras (MBA 1985) who, after revealing her immense talent as a profile writer for 10 years for the Performance Luncheons, did not hesitate to join us on this new adventure. We asked Françoise Dany, Dean of the Faculty at EMLYON, to write the preface, thereby testifying to the teaching excellence of our school. You will discover here the 20 profiles of 2013: men and women of all ages, entrepreneurs or intrapreneurs of major corporations, SMEs, start-ups or associations. In reading about their paths, be they ordinary or more atypical, in France and elsewhere in the world, you will be impressed by the energy, richness and power of our school and its network which exists through and for its alumni. Whether you are a student, a graduate, a company or an institution, we hope this book will convince you to make a commitment, or to stay committed, to EMLYON and to the same community of interests and values.
ENTREPRENEURS FOREVER 5
Préface
FRANĂOISE DANY
FRANĂOISE DANY
DOYENNE DE LA FACULTĂ â EMLYON BUSINESS SCHOOL
DEAN OF THE FACULTY â EMLYON BUSINESS SCHOOL
Quelle est la mission dâune Grande Ecole ? Former ? Produire des connaissances ?... Le concept dâEducating Entrepreneurs for the World signifie que pour EMLYON, il sâagit de faire plus encore : notre ambition est de donner aux participants de nos diffĂ©rents programmes les ressources nĂ©cessaires pour leur permettre de contribuer pleinement au dĂ©veloppement de leur environnement. A une Ă©poque oĂč le rĂŽle des entreprises est de plus en plus discutĂ©, oĂč les modĂšles Ă©conomiques traditionnels sâessoufflent, lâurgence est de repenser le management, de tracer de nouvelles perspectives pour toutes celles et ceux qui ont envie dâentreprendre et de crĂ©er de la valeur utile pour nos sociĂ©tĂ©s. Les portraits dâentrepreneurs rassemblĂ©s dans cet ouvrage sont alors un formidable cadeau qui illustre et complĂšte les enseignements dispensĂ©s. Ils montrent comment audace, travail, crĂ©ativitĂ©, mais aussi entraide, amitiĂ© et solidaritĂ© peuvent se combiner pour dessiner de nouveaux possibles dans lesquels des femmes et des hommes peuvent sâĂ©panouir et redonner du sens Ă leur action. Lâentrepreneur dĂ©peint ici dĂ©roge Ă la figure mythique du âsuper hĂ©rosâ qui porterait seul le changement. Les exemples sĂ©lectionnĂ©s mettent en scĂšne des entrepreneurs, femmes ou hommes, qui agissent avec dâautres, souvent guidĂ©(e)s par
ENTREPRENEURS FOREVER
6
Preface
le souci dâapporter aux autres. Les projets individuels se dessinent au fil des rencontres et des expĂ©riences, avec des individus qui reçoivent et donnent Ă tour de rĂŽle. Plus humaine, la figure de lâentrepreneur proposĂ©e devient un modĂšle dâautant plus puissant que chacun maintenant peut se sentir capable et concernĂ©. Les vies retracĂ©es ne sont pas que des success stories. Certains parcours ont Ă©tĂ© chaotiques, avec leur lot de dĂ©ceptions. NâempĂȘche, les rĂ©alisations accomplies sont belles. Elles parlent de valeurs ; elles confirment la capacitĂ© des diplĂŽmĂ©s d'EMLYON Ă rĂ©ussir dans de multiples contextes. Surtout, elles donnent de lâespoir et nourrissent lâenvie. Lâenvie de continuer et dâaller plus loin encore avec de nouveaux projets et de nouveaux entrepreneurs qui pourront Ă leur tour lĂ©gitimer la fiertĂ© dâEMLYON dâavoir jouĂ© pleinement son rĂŽle dans la co-construction de solutions innovantes au service des entreprises et de la sociĂ©tĂ©. Une dynamique est en marche. A la communautĂ© EMLYON de sâen saisir et de la faire grandir au-delĂ de nos frontiĂšres, en associant les Ă©nergies de tous. La FacultĂ© dâEMLYON sera prĂ©sente pour partager ces expĂ©riences et accompagner ces entrepreneurs avec lesquels elle a tissĂ© des liens for ever âŠ
What is the mission of a âGrande Ecoleâ? To educate? Produce knowledge? The concept of Educating Entrepreneurs for the World means that, for EMLYON, the goal is higher still: our ambition is to give the participants in our various programs the resources they need to contribute fully to their environment. At a time when the role of business is increasingly under debate and traditional economic models are running out of steam, it has become urgent to rethink management and trace out new paths for everyone who wants to engage in entrepreneurship and create useful value for our societies. The profiles of entrepreneurs collected in this book are a wonderful resource, illustrating and completing the lessons delivered. They show how audacity, work and creativity, as well as mutual aid, friendship and solidarity, can combine to bring about new possibilities whereby people can find fulfillment and give new meaning to their actions. The entrepreneurs described here do not fit into the mold of the superhero who brings about change singlehandedly. The examples selected are about entrepreneurs: men or women who act with others, often guided by the concern of providing value to others.
The individual projects emerge through encounters and experiences, with individuals who receive and give in turn. This entrepreneur is easier to relate to, thus becoming a more powerful model, as everyone involved can feel capable and concerned. The lives described are not only success stories. Certain paths were chaotic, with their share of disappointments. But the accomplishments are very fine. They evoke values; they confirm the ability of EMLYON graduates to succeed in many different contexts. And above all else, they give hope and provide inspiration; to continue and go further with new projects and new entrepreneurs who will make EMLYON proud of fully playing its role in jointly building innovative solutions for business and society. A process has been set in motion. EMLYON must seize this opportunity and expand it beyond our borders, by opening it up to everyoneâs energy. The Faculty of EMLYON will be present to share these experiences and support these entrepreneurs with whom they have forged ties foreverâŠ
ENTREPRENEURS FOREVER
7
ENTREPRENEURS FOREVER
Il révolutionne les cours de cuisine
FRANĂOIS BERGERAULT
Programme Grande Ecole 1999
COFONDATEUR DE LâATELIER DES CHEFS Il y a ceux qui rĂȘvent dâentreprendre mais manquent dâidĂ©es, ceux qui fourmillent dâidĂ©es mais ne se lancent jamais, et il y a François Bergerault, entrepreneur dĂšs le collĂšge et cofondateur heureux de Lâatelier des Chefs. Il nâa que 12 ans quand il sâimagine dĂ©jĂ patron dâune sociĂ©tĂ© quâil baptise Sobergal. A 14 ans, il dĂ©marre une activitĂ© de DJ et se bĂątit une rĂ©putation qui lui permet dâarrondir ses fins de mois jusquâau bac, Ă dĂ©faut de sâassurer une place en classe prĂ©paratoire. En 1995, alors Ă©tudiant en droit, il travaille sur un projet dâannuaire de tĂ©lĂ©phones portables et tente, en vain, de convaincre les opĂ©rateurs de partager leurs donnĂ©es. Il intĂšgre EMLYON en admission parallĂšle puis dĂ©couvre le volet opĂ©rationnel de la crĂ©ation dâentreprise, sans le risque, avec Altran (ingĂ©nierie et conseil en innovation) dont il crĂ©e la filiale aux Etats-Unis. Il a comme objectif de revenir avec une idĂ©e et planche sur un projet de chaĂźne de boucheries garantissant la traçabilitĂ© de la viande, mais le marchĂ© nâest pas encore mĂ»r. De retour en France en 2001, il crĂ©e avec sa femme chorĂ©graphe une agence de communication par la danse : DanaĂŻade. Et pour se muscler le cortex, rejoint un cabinet de conseil en stratĂ©gie. Son frĂšre aĂźnĂ© Nicolas, ex lâOrĂ©al et NestlĂ© passionnĂ© de cuisine, avec qui il a dĂ©jĂ concoctĂ© plusieurs projets inaboutis, lui propose de concevoir ââ la Fnac de la cuisine ââ, un lieu oĂč dĂ©guster des gĂąteaux et essayer des recettes, tout en achetant livres et ustensiles. Ils mĂšnent pendant 3 ans une double vie, assurent leur job alimentaire le jour et mitonnent leur projet les soirs et week-ends. Contrairement Ă certains crĂ©ateurs qui craignent
8
dâĂȘtre dĂ©possĂ©dĂ©s, ils partagent largement leur idĂ©e. « Comme nous Ă©tions entourĂ©s de gens intelligents, il nous semblait naturel et bĂ©nĂ©fique de profiter de leurs conseils. » Le concept se clarifie, François et Nicolas seront les frĂšres LumiĂšre de lâexpĂ©rience culinaire, dĂ©cidĂ©s à « rĂ©volutionner les cours de cuisine, en 30 minutes, Ă lâheure du dĂ©jeuner ». Ils ouvrent le 12 juillet 2004 leur premier atelier parisien et vivent un dĂ©marrage idĂ©al. « Le succĂšs a Ă©tĂ© immĂ©diat, notamment grĂące au rĂ©seau EMLYON. » Mais la recette de la performance reste une alchimie complexe⊠En 8 ans, les fondateurs passent par toutes les cuissons : lâĂ©bullition des dĂ©buts et des dĂ©veloppements alterne avec quelques coups de chauffe, quand il faut redresser, voire fermer certains sites. « CrĂ©er câest fantastique, mais redresser, câest merveilleux ; les crises traversĂ©es ont prouvĂ© la capacitĂ© de rĂ©silience de lâentreprise. » Dans leurs ateliers de France, Londres et DubaĂŻ, ils rĂ©galent chaque annĂ©e 200 000 clients, accueillis par leurs 140 collaborateurs, dont 36 chefs. Le site web, quant Ă lui, met lâeau Ă la bouche de 1,5 millions de visiteurs uniques chaque mois. Une histoire savoureuse dont François Bergerault dĂ©taille quelques ingrĂ©dients : « la transparence, la reconnaissance de la performance, la logique dâinnovation, qui ont rĂ©vĂ©lĂ© une douzaine dâentrepreneurs ». Une histoire qui ne fait que commencer, pour Lâatelier des Chefs qui ambitionne de devenir le leader mondial de la cuisine Ă la maison, et pour François Bergerault, qui souhaite aussi aider les jeunes des quartiers Ă crĂ©er des entreprises, avec lâappui de lâassociation Croissance Plus dont il est membre du comitĂ© directeur. Un chef au top !
« Je soutiens la logique du ââtout est possibleââ et le droit Ă lâerreur. Si les gens ont de lâespace pour prendre des initiatives, ils feront forcĂ©ment beaucoup de choses bien et quelques erreurs, quel formidable Ă©lan pour lâentreprise ! » 9
ENTREPRENEURS FOREVER
He revolutionises cookery lessons
MSc in Management 1999
FRANĂOIS BERGERAULT CO-FOUNDER OF LâATELIER DES CHEFS (COOKSâ WORKSHOP)
« I firmly believe that ââanything is possibleââ and that youâre allowed to make mistakes. If people have enough room to take initiative, they will certainly do a lot of things well, and make a few mistakes: what a great leap forward for their Company! » 10
There are people who dream of being an entrepreneur but donât have any good ideas; there are people who have plenty of ideas but never get going, and there is⊠François Bergerault, who has been an entrepreneur since his schooldays, and is the happy co-founder of Lâatelier des Chefs (Cooksâ Workshops). He was only 12 when he first thought of becoming the head of a company which he called Sobergal. At 14 he began working as a DJ, becoming well-known enough to earn his own pocket money until exam time, but⊠not to get a place in French classe prĂ©paratoire. In 1995, when he was studying Law, he worked on a project to create Telephone Directories for cell phones, and tried, (in vain), to convince telcos to share their data-base. He enrolled directly in the EMLYON (no classe prĂ©paratoire), where he discovered the operational side of creating a company â without the risk â with Altran (Engineering and Innovation Consultancy) by creating their U.S. subsidiary. He set himself the goal of coming back with a great idea, and started working on a project for a chain of Butcherâs shops guaranteeing the origin of their meat; but the market was not yet ready for that idea. Back in France in 2001, together with his choreographer wife, he set up a PR Company using dance. And, to beef up his brain muscles, he started working for a Strategy Consultant. His elder brother Nicolas, ex lâOrĂ©al and NestlĂ©, and passionately interested in cooking, with whom he had already concocted several projects that did not get off the ground, suggested that they create a âCookery Megastoreâ, a place to taste cakes and try out recipes, whilst buying books and cookery utensils. For 3 years they led a double life, doing their day job, and at the same time, in the evening and the week-end, cooking up their project.
Unlike some creators who keep their idea secret, they talked a lot about theirs. « Since we were surrounded by intelligent people, it seemed natural and useful to take advantage of their advice. » The concept grew clearer: François and Nicolas would be the Wright Brothers of culinary experiences, firmly decided to « revolutionise cookery lessons, in 30 minutes, at lunch time ». They opened their first Parisian workshop on 12th July 2004, and the launch was ideal. « We were an immediate success, with the help of the EMLYON network. » But the recipe for high performance needs rather complex alchemy⊠In 8 years, the founders have had to adjust the temperature several times: the fast-boil of the beginnings and growth periods alternating with a few scorching moments, when some sites were restructured or even closed down. « Starting a business is fantastic, but turning a company around is marvellous; surviving a crisis proves how resilient our company is. » Every year in their workshops in France, London and Dubai, they tickle the taste-buds of 200,000 customers, who are welcomed by their 140 staff members, including 36 chefs. Every month 1.5 million visitors visit their mouth-watering web-site. François Bergerault gives some of ingredients in his flavourful story: « Being open, recognising good performance, having a logic of innovation, have allowed a dozen entrepreneurs to emerge ». And the storyâs only just beginning; both for the Lâatelier des Chefs who wants to become the world leader in home cooking, and for François Bergerault, who also wishes to help young people from sensitive districts to set up their own company, with the help of the Association Croissance Plus, on whose board he sits. Heâs a top rank Chef! 11
ENTREPRENEURS FOREVER
Il cultive lâesprit start-up dans un groupe de 1 000 personnes
OLIVIER BROURHANT
MBA 1997
CEO ET COFONDATEUR DâAMARIS Olivier Brourhant aurait fait ses premiers essais dâentrepreneur à ⊠lâINSA de Lyon, en organisant le plus grand festival Ă©tudiant gratuit de France. « Les 24H de lâINSA mâont appris mon futur mĂ©tier de patron : donner une vision, apporter de lâĂ©nergie, emmener des gens loin » sâamuse-t-il. Cela fait dâailleurs plus de quinze ans quâil sâamuse⊠à crĂ©er des activitĂ©s de croissance. Tour de chauffe aprĂšs son MBA EMLYON : il part en VIE (Volontariat International en Entreprise) pour Altran, dix fois plus petit quâaujourdâhui mais dĂ©jĂ reconnu comme une excellente formation pour les jeunes diplĂŽmĂ©s. ChargĂ© de crĂ©er lâactivitĂ© SystĂšmes dâInformation en Belgique, il codirige au bout de trois ans une entitĂ© de 130 collaborateurs. Il a 25 ans, une souplesse dans le pilotage de ses Ă©quipes qui sâaccommode mal des codes dâune grosse structure et surtout, lâenvie un peu utopique de lancer une entreprise internationale. Pour parfaire sa formation dâentrepreneur, il renonce Ă ses stock-options et rejoint lâĂ©curie Alten, autre acteur de lâingĂ©nierie et du conseil en technologies, pour fonder sa filiale belge Axen. Suivent trois ans Ă plein rĂ©gime, oĂč Olivier Brourhant et ses Ă©quipes gagnent leur qualification auprĂšs des grands groupes qui forment le ââFortune 500ââ. Leur carburant ? â Un management qui offre responsabilitĂ©s et incitations aux jeunes diplĂŽmĂ©s.Ravitaillement en 2003 : il cĂšde sa participation minoritaire dans Axen tout en demeurant chez Alten pour conduire le dĂ©veloppement international. Il sâinstalle Ă GenĂšve et trace sa route en Europe, rĂ©alisant quelques belles accĂ©lĂ©rations au grĂ© dâacquisitions et dâouvertures de nouveaux pays⊠Mais il finit par se sentir Ă lâĂ©troit dans le cockpit. En 2007, avec son ami des 24H de lâINSA et deux collĂšgues, il revient sur la ligne de dĂ©part. 12
« Je mâĂ©tais pourtant jurĂ© de ne plus le faire, car une crĂ©ation dâentreprise, câest au minimum un an de travail 7j/7 et beaucoup de risques. » Le projet semble fou : monter une sociĂ©tĂ© de consulting de 800 personnes sur 10 pays Ă horizon 2014. Mais Amaris signifie en latin â tu auras aimĂ© â, un bel aveu de confiance, qui ne va pas sans audace ni performance. Lâaudace, câest celle, encouragĂ©e, des jeunes recrues issues des grandes Ă©coles, EMLYON en premiĂšre ligne, « avec ce quelque chose en plus, une ouverture dâesprit, essentielle lorsque lâon fait 10% de croissance chaque mois ». La performance provient dâun systĂšme agile, capable de monter des Ă©quipes sur plusieurs pays en quelques jours, et dâune organisation en rĂ©seau qui dĂ©multiplie les opportunitĂ©s : « une grosse start-up qui fonctionne au plaisir et Ă lâengagement ». LâindĂ©pendance est assurĂ©e par lâautofinancement et le capital dĂ©tenu par les fondateurs. « Nous souhaitons rester maĂźtres de notre destin pour ĂȘtre capables dâhonorer nos promesses aux salariĂ©s. » Six ans plus tard, la sociĂ©tĂ© tient la corde, rassemble dans ses 40 implantations Ă travers le monde prĂšs de 1 000 employĂ©s, et parmi eux plusieurs diplĂŽmĂ©s et stagiaires EMLYON. Elle vise le cap des 4 000 dans 5 ans. « La crise, ça nâest pas un problĂšme quand on est petit ; il faut juste ĂȘtre persuadĂ© que lâon peut aller vite indĂ©pendamment du contexte. » Pas de rĂ©ussite donc, ni de plaisir, sans vitesse, mais pas de vitesse non plus sans prĂ©cision, sans concentration ni anticipation. Câest ainsi quâOlivier Brourhant, amateur de glisse et de sport automobile, entend guider Amaris sur les podiums. Et dire quâil nâa que 38 ansâŠ
« Je suis convaincu que lâon crĂ©e de la valeur avec des promotions de MBA mixtes, de jeunes diplĂŽmĂ©s et de professionnels ; les trois entrepreneurs de ma promotion qui ont fondĂ© des sociĂ©tĂ©s de plus de ⏠10 millions de chiffre dâaffaires faisaient partie des jeunes diplĂŽmĂ©s. » 13
ENTREPRENEURS FOREVER
He cultivates the start-up spirit in a group with 1000 people
OLIVIER BROURHANT
MBA 1997
CEO AND CO-FOUNDER OF AMARIS Olivier Brourhant apparently took his first entrepreneurial steps at⊠his Lyon Engineering school, INSA, when he organised the biggest free student festival in France. « The INSA 24H bicycle race taught me my future job as a Boss: providing the vision, bringing the energy, helping people go a long way » he smiles. And heâs been having fun for over fifteen years creating high-growth activities. As a warm-up lap after his MBA at EMLYON, he left on VIE (International Voluntary work in an Enterprise) for Altran, which was at the time ten times smaller than today, but already considered as a good training pitch for young graduates.
14
« I am convinced that you create value when you have MBA classes which mix young graduates together with professionals. The three entrepreneurs from my year who have created companies with sales of over âŹ10 million⊠were amongst the young graduates. »
His job there was to create the IT Systems activity in Belgium, and after only three years he had become Co-Director of a unit of 130 people. He was 25, flexible in the way he piloted his teams (who were less than comfortable with the company codes of a big structure), and above all, he had a slightly utopian desire to launch an international company. To complete his entrepreneurial training, he gave up his stock-options, and went to work for the Alten team, another key player in Engineering and Technology consulting, to set up its Belgian subsidiary, Axen. Then came three years at top speed, when Olivier Brourhant and his teams earned their qualifications with ââFortune 500ââ companies. What fuelled them? â The sort of management which offers responsibilities and rewards to young graduates. Re-fuelling in 2003: he gave up his minority share in Axen but still stayed with Alten to pilot international development. He went to live in Geneva, and plotted his path in Europe, with several interesting spurts of acceleration, with acquisitions and new companies in different countries⊠But he was starting to feel a little cramped in the cockpit.
In 2007, with his friend from the INSA 24H and with two colleagues, he went back to the starting block. « I had promised myself I wouldnât do that again, because creating a company takes at least a year, working 7/7 with a lot of risks. » The project seemed crazy: to set up a new consulting company with 800 staff in 10 pays by 2014. But in Latin Amaris means âyou will have lovedâ, a great vow of confidence, boldness and performance. Boldness is that of the young recruits who are graduates of Grandes Ecoles, especially EMLYON, and is to be encouraged: « Together with a little extra something, openmindedness, which is essential when you have a monthly growth rate of 10% ». Performance comes from a system which is agile, capable of setting up teams in several different countries in just a few days, and a network organisation which leverages opportunities: « A big start-up which works on pleasure and commitment ». Their independence is guaranteed thanks to auto-financing and the capital in the hands of the founders. « Itâs important for us to remain in charge of our own destiny to be able to honour the promises we have made to our staff. » Six years later, the company is winning the race with 1000 staff in 40 sites all over the world, amongst them several graduates and interns from EMLYON. They aim for 4000 in the next 5 years. « The crisis is not a problem for a small company, you just have to be convinced that you can move quickly, whatever the context. » So thereâs no such thing as success, nor pleasure, without velocity, but thereâs no velocity without precision, concentration or anticipation. Thatâs how Olivier Brourhant, fan of snow sports and car-racing, wants to guide Amaris onto the winnersâ platform. And heâs only 38 years old⊠15
ENTREPRENEURS FOREVER
Il a fondé le premier fonds franco-chinois de capital-développement
MING-PO CAI
Programme Grande Ecole 1998
PRĂSIDENT ET COFONDATEUR DE CATHAY CAPITAL « Il faut mĂ©riter la confiance », rĂ©pĂšte souvent Ming-Po Cai. De fait, ce jeune chinois qui a grandi dans les marais salants de la province du Fujian, connu lâĂ©lectricitĂ© Ă 8 ans et pris le train pour la premiĂšre fois Ă 18, vit aujourdâhui entre trois continents et sâest constituĂ© un inĂ©galable carnet dâadresses en France comme en Chine. Le parcours romanesque qui lâa amenĂ© Ă diriger le plus important fonds de Private Equity entre ces deux pays doit beaucoup aux rencontres et Ă la philosophie, outre la gĂ©ographie escarpĂ©e de sa rĂ©gion dâorigine qui pousse ses habitants vers la mer et le commerce. Dâabord anthropologue, Ming-Po Cai saisit en 1989 lâopportunitĂ© de suivre des Ă©tudes de sciences Ă©conomiques en France. PremiĂšre rencontre dĂ©terminante en 1993, avec le DRH du groupe SEB, membre du Jury du concours dâentrĂ©e EMLYON. Le groupe dâĂ©lectromĂ©nager lui confie une mission dâexploration en Chine et convaincu par ses recommandations, lui propose sans dĂ©lai de les mettre en Ćuvre. Il sâabsente prĂšs de deux ans pour ouvrir, comme stagiaire, les bureaux de Shanghai, PĂ©kin et Canton. Finalement diplĂŽmĂ© en 1998, il fonde une sociĂ©tĂ© de conseil avec lâappui dâun ami polytechnicien⊠ancien client du restaurant oĂč il fut serveur le week-end pour financer ses Ă©tudes. Il aspire dĂ©jĂ Ă accompagner les PME françaises en Chine et dĂ©couvre en prospectant des dirigeants habiles : « habituĂ©s Ă travailler sous contraintes, les entrepreneurs français sont capables de prouesses Ă lâinternational ». Lâanthropologue visite la France, observe ses coutumes et en particulier ses cimetiĂšres⊠Ming-Po Cai crĂ©e Stonest pour distribuer aux marbriers du granit du Fujian. Trois ans plus tard, et encore aujourdâhui, Stonest est leader
16
sur le marchĂ© des tombes funĂ©raires. « JâĂ©tais trop pressĂ© dâentreprendre, je nâai pas assez rĂ©flĂ©chi Ă la taille du marchĂ©, forcĂ©ment limitĂ©e ! » Il met Stonest en gĂ©rance et intĂšgre un Executive MBA Ă Shanghai. Il y apprend le Private Equity et cĂŽtoie de jeunes entrepreneurs chinois quâune premiĂšre expĂ©rience rĂ©ussie incite Ă aller plus loin. Quand il croise les pas dâEdouard Moinet, directeur associĂ© dâun fonds dâinvestissement, la derniĂšre piĂšce du puzzle se met en place. Ils joignent leurs talents dans Cathay Capital, premier fonds franco-chinois de capitaldĂ©veloppement, qui gĂšre aujourdâhui plus de ⏠400 millions, investis pour moitiĂ© dans des entreprises françaises et chinoises. Comment Ming-Po Cai a-t-il pu convaincre si vite investisseurs institutionnels, actionnaires privĂ©s et entrepreneurs, si ce nâest⊠une philosophie singuliĂšre ? Philosophie de lâinvestissement, par la recherche de lâutilitĂ© : « nous intervenons sur la capacitĂ© exĂ©cutante des entreprises ; lâutilitĂ©, câest la beautĂ© de la vie et de notre mĂ©tier ». Philosophie du management, avec une Ă©quipe biculturelle qui joue des complĂ©mentaritĂ©s : « la France et la Chine sont comme main gauche et main droite ; on ne peut rĂ©ussir ensemble quâune fois nos diffĂ©rences acceptĂ©es ». Philosophie des relations, inspirĂ©e des notions de prĂ©caritĂ©, de reconnaissance et de confiance : « lâefficacitĂ© dans le temps et sans tapage, lâauthenticitĂ©, la simplicitĂ© et la gratitude rendent possible ce qui semblait impossible ». En toute logique, Ming-Po Cai vient de crĂ©er la Fondation âFrance-Chine Entreprendreâ. « Beaucoup de personnes mâont aidĂ© Ă monter sur le cheval, je dois le faire Ă mon tour » conclut le sage fils des marais salants du Fujian.
« Jâai retenu la leçon des familles qui ont rĂ©ussi : Ă court terme vous gagnez de lâargent, Ă moyen terme de la richesse et Ă long terme, vous gagnez sur les valeurs. Il faut garder le respect du temps long car la valeur est dans le temps. » 17
ENTREPRENEURS FOREVER
He created the very first Franco-Chinese Capital Development Fund
MING-PO CAI
MSc in Management 1998
CEO AND CO-FOUNDER OF CATHAY CAPITAL
« I have learned the lesson from families who have succeeded: in the short term you earn money, in the medium term riches, and in the long term you have winning values. You must respect the long term, because value comes with time. » 18
« You have to earn someoneâs trust » is a phrase that Ming-Po Cai often repeats. This young Chinaman who grew up in the salt flats of Fujian province, didnât get to use electricity before the age of 8, and only took the train for the first time at the age of 18, now lives between three different continents and has built up an address book beyond compare in France and in China. The quixotic journey which led him to manage the biggest Private Equity fund between these two countries owes a lot both, to chance meetings and to philosophy, as well as to the craggy geography of his native region, which pushes its inhabitants towards the sea and trade. Ming-Po Cai first of all became an anthropologist, but in 1989 seized the opportunity to study Economics in France. His first important meeting in 1993 was with the HR Manager of the SEB group who was also a member of the Jury for the Entrance Exam for EMLYON. This household electrical appliance company entrusted him with an assignment to explore the Chinese market, and was so impressed by Ming-Po Caiâs recommendations, that it immediately asked him to implement them himself. He left for two years, and opened offices in Shanghai, Peking and Canton whilst still an intern. He finally gained his diploma in 1998, and founded a consulting company with the help of a friend who had studied at the French Polytechnique school⊠and who was also a customer at the restaurant where Ming-Po Cai worked at the weekend to pay for his studies. He already had the urge to accompany French SMEs in China, and discovered there was a whole set of ingenious managers over there: « Because they are used to work under pressure, when they go international, French entrepreneurs are capable of great exploits ». The anthropologist visited France, observed its customs, and⊠its cemeteries⊠Ming-Po Cai created Stonest to sell Fujian granite to
stonemasons. Three years later (and still today), Stonest was a leader in gravestones. « I was in too much of a hurry to be an entrepreneur, and I didnât think enough about market size⊠which of course is limited! » He appointed a manager for Stonest and enrolled on an Executive MBA course in Shanghai. Whilst there, he learned Private Equity and rubbed shoulders with young Chinese entrepreneurs whose first successful professional experience had made them hungry to go even further. When his path crossed that of Edouard Moinet, Associate Director of an investment fund, the last piece of the puzzle fell in place. They joined forces to create Cathay Capital, the first Franco-Chinese capital development fund, which today has a portfolio of over âŹ400 million, invested equally in French and Chinese businesses. How has Ming-Po Cai managed to convince institutional investors, private shareholders and entrepreneurs, so quickly⊠? â Certainly by sharing his singular philosophy. His philosophy for investments consists of seeking out usefulness: « We impact companiesâ ability to perform: usefulness is the beauty of life and of our profession ». His philosophy of management is implemented by a bicultural and complementary team: « France and China are like the left and right hands; we can only succeed together once we have accepted our differences ». His philosophy of relationships is inspired by notions of precarity, recognition, and trust: « Efficacy â discreetly, and through time â, authenticity, simplicity, and gratitude, all make possible that which seemed impossible ». So it was perfectly logical that Ming-Po Cai created the ââFrance-Chine Entrepreneurshipââ Foundation. « So many people gave me a leg up to mount my horse, I feel it is now my turn to do the same », concludes the wise son of the salt flats of Fujian. 19
ENTREPRENEURS FOREVER
Il rĂ©invente la publicitĂ© locale Ă lâĂšre dâinternet
GAUTIER CASSAGNAU
Programme Grande Ecole 2009
PRĂSIDENT ET COFONDATEUR DE GEOLID
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Lâaventure Geolid serait selon son PrĂ©sident « une histoire normale dans internet ». Normale, une entreprise qui, en cinq ans, a dĂ©jĂ rĂ©alisĂ© trois tours de table pour ⏠5 milllions et vise ⏠10 millions de chiffre dâaffaires dans un secteur a priori mature ?!
« Les clients nous confient un budget que nous optimisons en actionnant les meilleures solutions web pour gĂ©nĂ©rer des appels. Notre modĂšle repose sur la satisfaction des clients, Ă travers le taux de renouvellement. Câest une dĂ©marche vertueuse. »
En 2006, Gautier Cassagnau quitte son BĂ©arn natal pour EMLYON et rejoint lâĂ©quipe du Petit PaumĂ© comme rĂ©dacteur en chef. Ce city-guide de Lyon Ă©ditĂ© par des Ă©lĂšves de lâĂcole lui ouvre lâunivers de la publicitĂ© locale et lâintroduit Ă ses futurs associĂ©s. Il note le glissement des dĂ©penses publicitaires du print vers le online, mais avant de rĂ©flĂ©chir plus loin, part en stage chez Looneo. FidĂšle au mythe du ââstart-up garageââ, Looneo dĂ©marre avec une poignĂ©e dâenragĂ©s dans le sous-sol de la maison de son fondateur, ex-directeur marketing de MSN pour Microsoft France. Gautier Cassagnau revient contaminĂ©, gagne lâincubateur EMLYON pour lancer Voisineo, rĂ©seau de proximitĂ© et dâĂ©changes de services B2C (Business to consumer). LaurĂ©at de RhĂŽne-Alpes Entreprendre, il sĂ©duit quelques business angels locaux, mais doit encore valider un stage Ă lâĂ©tranger. Ce sera lâUniversitĂ© de Bengalore, au cĆur de la Silicon Valley indienne. Ce sas de six mois le dĂ©cide Ă tout remettre Ă plat. A son retour, Michel Coster, directeur de lâincubateur EMLYON, lui donne le meilleur conseil quâil ait reçu : « il nous a poussĂ©s Ă donner de lâambition Ă notre projet. Il trouvait que nous faisions trop Ă©tudiants ! ». Sâinspirant dâun modĂšle amĂ©ricain, il se concentre sur la communication locale des artisans et commerçants. Voisineo pivote vers Geolid, qui, contrairement aux usages du mĂ©tier, ne vend pas dâespace publicitaire, mais garantit des appels tĂ©lĂ©phoniques de prospects.
Joueur de tennis et de badminton, Gautier Cassagnau engage la partie Geolid en trois manches dĂ©cisives : mise en jeu dâune agence-prototype Ă Lyon, puis quelques lancers de balles dans quatre grandes villes et enfin dĂ©ploiement sur toute la surface nationale. Si les agences ont une activitĂ© classique de vente-terrain, lâinnovation rĂ©side dans le back-office : « nous sommes trĂšs fins dans la gĂ©o-localisation et le web marketing ; nous mettons en place des outils pour ajuster, automatiser et industrialiser les process au maximum ». Ils sont dĂ©jĂ 3 000, plombiers, serruriers, salles de sport, instituts de beautĂ© etc. Ă avoir donnĂ© lâavantage Ă Geolid. Gautier Cassagnau a bien retenu la leçon, qui se projette en tĂȘte de sĂ©rie. « Tous les caps sont importants : de ⏠100 000 Ă 1 million, de 1 Ă 10, et aujourdâhui de 10 Ă 100 ; câest le saut que nous devons rĂ©aliser pour peser comme acteur national. » Pour rĂ©ussir cette hyper-croissance, il monte au filet des recrutements â 80 cette annĂ©e, soit 2/3 des effectifs actuels â : « des gens avec un Ă©tat dâesprit positif, sensibles Ă la performance commerciale et Ă lâefficacitĂ© ». Ce garçon tranquille, curieux de lâactualitĂ© et de sujets sociĂ©taux, assure que le bonheur est dans le web : « câest extraordinaire de se donner les moyens de faire ce dont on a toujours rĂȘvĂ© et de vivre une telle aventure Ă plusieurs ».
« La rĂ©ussite dâun projet tient pour beaucoup au bon positionnement de lâego de chaque membre de lâĂ©quipe. Lâego performant est celui qui permet de rester dans une posture dâapprentissage, avec ce quâil faut dâassurance, associĂ©e Ă la curiositĂ©, pour tendre continuellement vers le meilleur. »
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ENTREPRENEURS FOREVER
HE Reinvents local advertising in the internet era
GAUTIER CASSAGNAU
MSc in Management 2009
CEO AND CO-FOUNDER OF GEOLID
22
« The success of a project owes a lot to every member of the team having their ego in the right place. A high performance ego is one which allows its owner to remain in the posture of a learner, with just enough assurance, and a dose of curiosity, to continually tend towards the best. »
The adventure of Geolid is, according to its CEO « a common or garden Internet story ». âCommon or gardenâ for a company which, in 5 years has already been in three finance pools for ⏠5 million and is aiming for sales of âŹ10 million in a sector which seems already mature?! In 2006, Gautier Cassagnau left his native BĂ©arn for EMLYON and joined the team of the Petit PaumĂ© as Editor-in-Chief. This Lyon cityguide edited by the students of the school opened the doors to a whole new universe of local advertising, and led him to meet his future partners. He noticed the shift from buying advertising space in print to online ads, but before he was able to think more about this new trend, he left for an internship at Looneo. In accordance with the myth of the âstart-up in a garageâ, Looneo began with a handful of⊠loonies⊠in the basement of its founder, ex-MSN Marketing Manager for Microsoft France. Gautier Cassagnau caught the virus, and joined the EMLYON incubator to start Voisineo, a B2C local network and exchange of services company. He won the RhĂŽne-Alp region Entrepreneur Award, and attracted a few local business angels, but he still needed to go and work abroad before getting his diploma. He went to the Indian Silicon Valley, at the University of Bangalore. This six month breathing space helped him decide to start over, and, once back in the EMLYON incubator, its Director, Michel Coster, gave him the best advice so far: « He encouraged us to think big with our project; he said we were still too much like students! ». Taking inspiration from an American model, he concentrated on local communication for tradesmen and shop owners. Voisineo turned into Geolid, which, contrary to custom in the
trade, doesnât sell advertising space, but rather guarantees telephone calls from prospects. « Customers give us a budget which we optimise by finding the best web solutions to generate sales calls. Our model is based upon customer satisfaction, and a high renewal rate. Itâs a virtuous approach. » A keen tennis and badminton player, Gautier Cassagnau started Geolid match in three decisive sets: a prototype agency begins the game in Lyon, then a few balls are thrown into four big towns, and finally there is the roll-out all over France. The agencies have a conventional activity selling space, but the innovative element is the back-office: « We are very sharp in geo-location and web marketing; we set up tools to adjust, automate and industrialise as many processes as possible ». There are already 3,000 plumbers, locksmiths, sports facilities, beauticians, etc., giving the advantage to Geolid. Gautier Cassagnau has learned the lesson about looking ahead to being seeded. « Every stage is important: from ⏠100 000 to 1 million, from 1 to 10, and today from 10 to 100. This is now the leap we have to make to weigh in as a key national player. » To achieve this hyper-growth, he moves up to the net as far as recruiting is concerned â 80 new staff members this year, that is 2/3 of current personnel â: « People with a positive mind-set, sensitive to sales performance and to efficiency ». This quiet boy, curious about current events and present-day issues of society, is sure that happiness can be found on the web: « Itâs extraordinary to have the means to do what you have always dreamed of, and to experience such a great adventure with team members ». 23
ENTREPRENEURS FOREVER
Elle pilote la stratĂ©gie industrielle dâune ETI (Entreprise de Taille IntermĂ©diaire)
PASCALE CHRĂTIEN
AMP/CPA 2010
DIRECTEUR INDUSTRIEL DâEFI AUTOMOTIVE « DItes bien que les jeunes filles ne doivent pas avoir peur de lâindustrie ! » Câest par ce plaidoyer enthousiaste que Pascale ChrĂ©tien aime Ă se raconter. Si elle doit plus au destin quâĂ une rĂ©elle vocation son orientation vers le mĂ©tier dâingĂ©nieur, elle garde la construction de sa 1re usine comme lâun des souvenirs les plus exaltants de sa vie. Son dossier scolaire lâenvoie en math sup., un peu par dĂ©faut, ses parents ne pouvant assumer le coĂ»t dâune Ă©cole de commerce. DiplĂŽmĂ©e de lâENSAM, elle opte pour un grand groupe et une fonction transversale, la qualitĂ© : « une vraie chance, deux ans trĂšs profitables qui mâont permis de rembourser mon prĂȘt Ă©tudiant, mais je nâai pas la culture des grosses structures ». Elle trouve chez Bultex (literie) un environnement Ă sa mesure et le soutien ferme dâun mentor. EmbauchĂ©e comme responsable qualitĂ©, elle franchit tous les paliers jusquâĂ la direction industrielle. « Il nây a rien dâoriginal dans ce parcours, câĂ©tait le sens naturel des choses. » Mais en 2003, elle doit suivre son mari mutĂ© en Italie, lâoccasion pour elle de diriger une unitĂ© de 200 personnes dans la tĂŽlerie et les poĂȘles de chauffage. « Mon manque dâexpertise technique nâa pas dĂ©couragĂ© le dirigeant, comme cela aurait pu ĂȘtre le cas en France. » Son immersion se fait allegretto, avec, en botte secrĂšte, un lexique dâitalien. Pascale ChrĂ©tien retrouve la France en 2006, pour la direction industrielle dâun fabricant dâappareils dâĂ©clairage qui dispose de trois usines, dont lâune en Roumanie. Une expĂ©rience en clair-obscur : elle apprend Ă travailler avec les pays de lâEst, mais doit aussi fermer une usine en France. « CâĂ©tait humainement insupportable, les gens mâavaient accordĂ© leur confiance, lâusine avait fait des 24
progrĂšs de productivitĂ© mais nous nâavons pas trouvĂ© dâautre solution. Cette Ă©preuve mâa rendue trĂšs sensible Ă la dimension humaine de mon mĂ©tier et Ă lâemployabilitĂ© des Ă©quipes. » LâAMP/CPA quâelle suit en 2010 est salvateur : Ă sa motivation initiale â Ă©largir son spectre pour envisager Ă terme une direction gĂ©nĂ©rale â sâajoute rapidement le bonheur dâapprendre : « câest formidable de rĂ©alimenter son puits intĂ©rieur de connaissances et de se faire des amis Ă 40 ans ». En 2011, elle applique Ă sa recherche dâemploi la dĂ©marche rĂ©seau. « Un plaisir inattendu, jâai adorĂ© le principe, dĂ©couvrir des gens et des mĂ©tiers et Ă©couter ma petite flamme intĂ©rieure, celle qui me souffle les bonnes dĂ©cisions. » La bonne dĂ©cision, câest EFI Automotive, entreprise familiale qui produit des systĂšmes Ă©lectroniques pour lâautomobile. Pascale ChrĂ©tien prend la direction de lâusine du RhĂŽne (600 personnes) ainsi que la direction industrielle du groupe (cinq sites sur trois continents). « Jâaide le groupe Ă sâadapter aux volumes, mettre les sites français au niveau dâexcellence et accompagner la croissance en Chine et aux Etats-Unis. » Pour cela, elle veille Ă la bonne transmission des Ă©nergies : tout Ă la fois conducteur fixant le cap, gĂ©nĂ©rateur dâautonomie, transformateur de compĂ©tences et connecteur de rĂ©seaux en interne comme en externe. « CrĂ©er du lien, ça fait rayonner lâorganisation et les individus. » Depuis sa formation AMP/CPA, elle sâapplique Ă garder les yeux ouverts : câest essentiel pour la marche Ă pied quâelle pratique le week-end en famille, pour les dĂźners-dĂ©bats du Cercle des dirigeants (club EMLYON FOREVER) quâelle anime bĂ©nĂ©volement et pour sâimaginer un avenir toujours plus lumineux.
« Jâai crĂ©Ă© de la valeur chaque fois que je me suis occupĂ©e, dans cet ordre prĂ©cis, des gens, puis de la qualitĂ©, puis du service client, puis de lâefficience et de la productivitĂ©. Et au-delĂ de lâunivers professionnel, jâajouterais lâimportance du ââtravail gratuitââ, qui dĂ©veloppe conscience et humanitĂ©. » 25
ENTREPRENEURS FOREVER
She pilots the industrial strategy of a midcap company
PASCALE CHRĂTIEN
AMP/CPA 2010
INDUSTRIAL MANAGER EFI AUTOMOTIVE
26
« I have created Value every time I have taken care â in this precise order â of people, quality, customer service, then efficiency, and productivity. And over and beyond the world of work, I would add to that list the importance of âworking for freeâ, which develops the conscience, and humanity. »
« You have to say that girls must never be afraid of industry! » Pascale ChrĂ©tien likes to use this enthusiastic argument when she tells her story. If she owes her profession of engineer more to fate than to a real vocation, she still counts the construction of her first plant as one of the most exciting moments of her life. Her school results meant that she was a candidate for Higher Mathematics studies, and off she went â as a default solution â since her parents couldnât afford to finance studies at a business school. She graduated from ENSAM, (a top French Engineering School), and went to work in a big company with a cross-functional position in quality: « It was a great stroke of luck, two really profitable years which allowed me to reimburse my student loan, but⊠I donât really have the mindset of a big group ». She moved to Bultex (Bedding), and found there the right-sized environment and the strong support of a mentor. She was hired as Head of Quality, and climbed up the ladder right up to the rung of industrial management. « Thereâs nothing really original about my career path, it was just the logical order of events. » When in 2003, she was a trailing spouse for her husband who had been transferred to Italy, the opportunity presented itself for her to manage a unit of 200 people in sheet-metal and heating stoves. « My manager was by no means discouraged by my lack of technical know-how, as would maybe have been the case in France. » Her immersion played along allegretto, with, as an extra secret weapon, the fact that she learned Italian quickly. Pascale ChrĂ©tien came back to France in 2006, working with the industrial management of a manufacturer of lighting fixtures, with three plants, one of which is in Rumania. That experience was slightly chiaroscuro: on the one hand, she learned to work with Eastern countries, but on the other, had to close a plant in France. « It was unbearable on a
human level, those people had trusted me, the plant had increased its productivity, but⊠we couldnât find any other solution. That difficult situation made me very aware of the human aspect of my job, and of team employability. » LâAMP/CPA (Advanced Management Programme at EMLYON) that she followed in 2010 was a salvation: and her initial motivation for following the programme â broadening her scope in order to apply for a General Management position â was swiftly accompanied by the joy of learning: « It is so wonderful to nourish the spirit with knowledge and to make new friends at 40 ». In 2011, she started using networking strategy to find a job. « That was an unexpected pleasure; I adored the process, discovering people and professions and listening to my little internal voice, the one that whispers the right decisions to me. » The right decision turned out to be EFI Automotive, a family-owned company producing electronic systems for cars. Pascale ChrĂ©tien took over the management of the RhĂŽne plant (600 staff) as well as industrial management of the group (five sites on three different continents). « I help the group to adapt to volume, to upgrade French sites to a level excellence and accompany growth in China and the USA. » To do this, she ensures that there is good transmission of energy: at the same time as she is the driver charting the course, she is also the generator of autonomy, the transformer of skills and the internal and external network connector. « Creating connections makes both the organization and the individuals thrive. » Since her AMP/ CPA, training, she makes sure that she keeps her eyes wide open: which is essential when you go walking at the weekend, as she does with her family, for the Dinner-Debates at the Directorsâ Circle (EMLYON FOREVER club) which she hosts on a volunteer basis, and for imagining a future which constantly gets brighter and brighter. 27
ENTREPRENEURS FOREVER
Elle travaille pour guérir demain deux cancers sur trois
AXELLE DAVEZAC
Programme Grande Ecole 1991
DIRECTEUR GĂNĂRAL DE LA FONDATION ARC POUR LA RECHERCHE SUR LE CANCER De ses Ă©tudes Ă EMLYON, Axelle Davezac retient trois annĂ©es merveilleuses. « Jâai pris conscience des opportunitĂ©s immenses Ă ma portĂ©e, pour peu de sâen donner la peine. Je me suis dit : si câest ça la vie, câest fabuleux ! » Elle va sâen donner la peine⊠ââLa vieââ dĂ©bute en 1991 Ă la direction financiĂšre du groupe automobile PSA : un monde dâhommes et dâingĂ©nieurs, sĂ©rieux, rigoureux, soumis Ă une tension importante sur les coĂ»ts. « Jâai appris Ă survivre comme femme et non-ingĂ©nieur, en faisant fi des premiers regards moqueurs. Le travail paie, on gagne sur la durĂ©e. » Quatre ans plus tard, le groupe Sagem, grosse PME de lâĂ©lectronique, la sollicite pour mettre en place le contrĂŽle de gestion dâune de ses divisions. Sa mission achevĂ©e, elle demande Ă partir en usine. ContrĂŽleur financier du site de Dinan en Bretagne, elle sâinitie aux urgences de la production et au travail avec les magasiniers. « Jâai Ă©tĂ© assez fiĂšre le jour oĂč les pauvres bretons â câest ainsi que certains nous appelaient â sont passĂ©s en tĂȘte en qualitĂ©, fiabilitĂ© des stocks, dĂ©lai de reporting, pertinence dâanalyseâŠÂ» Au tournant des annĂ©es 2000, Sagem se dĂ©leste de sa division automobile au profit de lâĂ©quipementier amĂ©ricain Johnson Controls. Celui-ci charge Axelle Davezac de la structuration juridique et financiĂšre de sa nouvelle filiale française, puis de sa division europĂ©enne, avec dâimportants changements de pĂ©rimĂštre. Les challenges sont stimulants mais elle nâenvisage pas ainsi ses 25 prochaines annĂ©es. « JâĂ©tais au bout du chemin, je me suis dit, Ă quoi bon ? » La vĂ©ritĂ© est quâelle ressent lâenvie de mettre ses compĂ©tences au service de lâintĂ©rĂȘt gĂ©nĂ©ral. 28
Le premier cabinet de recrutement Ă qui elle confie son projet lâen dissuade : « vous allez gĂącher votre carriĂšre. » Mais câest le mĂȘme qui la rappelle six mois plus tard. LâARC recherche un directeur gĂ©nĂ©ral, de prĂ©fĂ©rence un directeur dâhĂŽpital de plus de 50 ans⊠Elle est embauchĂ©e courant 2005, avec, sur sa paillasse, la complĂšte remise en ordre de lâorganisation et la rĂ©flexion stratĂ©gique sur la mission de recherche et le dĂ©veloppement des ressources. Les premiers essais ne se font pas sans effets indĂ©sirables. « Les prĂ©jugĂ©s sur les gens du privĂ© et les non scientifiques ont la vie dure. Je me suis retrouvĂ©e sans repĂšres dans un systĂšme associatif qui a ses singularitĂ©s de gouvernance et sa propre notion du temps. » Elle tient bon, avec le soutien bienveillant du prĂ©sident de lâassociation, et engage progressivement le changement. En 2012, elle sort de ses Ă©prouvettes la Fondation ARC, qui abrite dĂ©sormais des projets de recherche, pour certains uniques en France, sur des thĂ©matiques trĂšs innovantes au niveau national et international, qui devraient faire gagner des mois de vie aux patients. Elle a conçu avec les 60 personnes qui lâentourent la posologie dâun management rĂ©silient. « Pour motiver dans un environnement exigeant, il faut encourager lâexemplaritĂ©, la compĂ©tence et lâempathie, les trois formant un tout indissociable. Quand on arrive Ă crĂ©er des liens dâhumanitĂ©, ça change tout. » Pour elle, au bout de sept ans de ce protocole, le rapport bĂ©nĂ©fices /risques est convaincant. « Ma recherche fondamentale, câĂ©tait de donner un sens Ă mon action. » Pas besoin de microscope pour voir que ses travaux ont abouti.
« Quand on vit comme la Fondation ARC de ressources publiques et privĂ©es, on doit sâimposer une exigence et une transparence implacables dans le choix et lâĂ©valuation des projets, dans le suivi des budgets et dans la qualitĂ© du management. Il nây a nâa pas dâautre voie que de compenser la modĂ©ration salariale par lâempathie et la reconnaissance. »
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ENTREPRENEURS FOREVER
She works to find tomorrowâs cure for two out of three cancers
AXELLE DAVEZAC
MSc in Management 1991
GENERAL MANAGER OF THE ARC FOUNDATION FOR CANCER RESEARCH When she describes her studies at EMLYON, Axelle Davezac remembers three fantastic years. « I realised that so many immense opportunities were out there, for those who reached out for them. I said to myself: if thatâs what life is about, itâs fabulous! » And she did go on to reach out for them... ââLifeââ began in 1991 in the finance management of the automotive group PSA: a manâs world, an engineerâs world, serious, strict, and with a high degree of tension in relation to expense. « I learned to survive as a woman and as a non-engineer, by simply ignoring the scornful looks I got at the beginning. Hard work pays off, and you win in the long term. »
« When, like the ARC Foundation, you exist thanks to public and private funding, it is necessary to be relentlessly demanding and transparent in the choice and in the assessment of projects, in monitoring budgetsand in the quality of management. The only way to compensate for modest salaries is by empathy and recognition. » 30
Four years later, the Sagem group, a big electronics SMI sought her out to implement management control for one of its divisions. When she had finished the assignment, she asked to go and work in a plant. As Financial Controller of the Dinan site in Brittany, she began learning about the emergency side of production, and how to work with warehousemen. « I was rather proud the day when the poor Bretons (as we were called) became the N° 1 plant in quality, stockpile reliability, reporting timing, analytical skills... » At the turn of the century, Sagem sold its automotive division to the American Equipment manufacturer Johnson Controls, who put Axelle Davezac in charge of the legal and financial division of its new French subsidiary, then of its European division, with a big change of scope. The challenges were stimulating, but she couldnât imagine spending the next 25 years of her life in that way. « I had reached the end of the road, and I asked myself, what is it all for? » The truth is that she felt the need to use her skills for public service. The first recruitment agency to whom she confided her project tried
to dissuade her: « youâll ruin your career ». But that same agency called her back six months later. The ARC Cancer Research Association was looking for a General Manager, preferably someone who was already a Hospital Manager aged 50 or more⊠She was hired in 2005, and on her work-bench was the task of a complete revamping of the organisation, and the strategic realignment of research and resource development. The first stages were not without some undesirable side effects. « Prejudice against people coming from the private sector, against non-scientific profiles, dies hard. I found myself with no bearings in an associative system with its own special style of governance and its own notion of time. » She stood firm, and with the benevolent support of the President of the Association, she progressively brought about change. In 2012, she pulled the ARC Foundation out of her test tube, which now is home to research projects, some of which are unique in France, in highly innovative areas, on a national and international level, and which will soon be able to prolong patientsâ life by months. With the 60 people who work with her, she has designed the right dosage for resilient management. « To motivate people who work in a demanding environment, it is necessary to encourage exemplarity, competence, and empathy, which form an indivisible whole. When you can create connections with humanity, it changes everything. » After seven years on this protocol, for her the profit/risk ratio is compelling. « My basic research programme was always to give some meaning to what I am doing. » No need for a microscope to see she has succeeded. 31
ENTREPRENEURS FOREVER
Il construit ce qui permettra Ă son entreprise dâatteindre le cap des ⏠500 millions
OLIVIER DE LA CLERGERIE
Programme Grande Ecole 1996
DIRECTEUR GĂNĂRAL ET COFONDATEUR DU GROUPE LDLC Il est le O qui se cache derriĂšre les initiales LDLC de son grand frĂšre Laurent ; celui qui fait tourner rond le back-office de cette entreprise pionniĂšre de la vente en ligne de composants informatiques, dont les ventes dĂ©passent ⏠200 millions en 2013. Deux frĂšres, deux cursus comparables â une double formation ingĂ©nieur et gestion â, deux passionnĂ©s de micro-informatique, deux tempĂ©raments complĂ©mentaires, une histoire remarquable. Etudiant en 2e annĂ©e dâEMLYON aprĂšs son diplĂŽme ECAM, Olivier de la Clergerie apprivoise ses cours de finances en Ă©tablissant des plans dâaffaires pour son frĂšre qui rĂȘve dâentreprendre. En 1996, ils lancent ensemble LDLC.com depuis lâappartement familial, avec un premier stock rĂ©parti entre le garage et leur chambre, puis vivent lâeuphorie des marchĂ©s informatique et e-commerce. « Nous nâespĂ©rions rien de plus que de vĂ©rifier que le projet Ă©tait viable, câĂ©tait inespĂ©rĂ©. » PluguĂ© sur lâhyper-croissance, leur systĂšme dâexploitation offre les meilleurs programmes : introductionenbourse2.0 et gestionenbonpĂšre defamille1.3. Ils configurent leur premiĂšre boutique en 1998, augmentent la bande passante de leur fonds de roulement et rĂ©alisent ⏠8,4 millions de chiffre dâaffaires au 5e exercice, avec un capital de dĂ©part de seulement ⏠7 500. « ConfrontĂ©s Ă des problĂšmes de croissance, mais Ă des problĂšmes tout de mĂȘme, nous avons Ă©tĂ© longtemps sur le fil du rasoir. » Les deux fondateurs ont une carte-mĂšre unique qui les protĂšge du virus cashburning.exe, leur pĂšre cadre financier : « il nous a appris que câest son compte en banque qui fait mourir une entreprise ». Lâentreprise ouvre avec les annĂ©es une nouvelle session, celle de la maturitĂ©. « Jâai compris que lâentreprise avait grandi le jour 32
oĂč un employĂ© de nos entrepĂŽts mâa dit Bonjour Monsieur. » Olivier de la Clergerie installe dans sa barre dâoutils toutes les fonctions supports, juridique, finances, logistique et ressources humaines, toujours soucieux de rajouter des octets aux processus internes. En matiĂšre de management, il dĂ©veloppe sa propre application, qui lui vaut le surnom de Monsieur Pourquoi : « si on sait rĂ©pondre Ă une sĂ©rie de pourquoi, on peut aller trĂšs loin dans beaucoup de domaines ». Les 340 employĂ©s du groupe savent bien pourquoi il a reçu le Prix du Capital Humain en avril 2013. Olivier de la Clergerie continue encore aujourdâhui dâactiver la mise Ă jour de la fonctionnalitĂ© ââaventureââ : « on ne crĂ©e pas une entreprise pour gagner de lâargent, on passe Ă cĂŽtĂ© de beaucoup de choses trĂšs humaines en pensant cela ». 17 ans aprĂšs sa crĂ©ation, lâentreprise garde son disque dur de ââstart-upââ et de PME familiale indĂ©pendante. La fratrie est maintenant au complet (la benjamine, Caroline, comprise) et 50% du capital toujours dĂ©tenu par les fondateurs et leurs proches. « Câest difficile dâĂ©viter que les repas familiaux ne se transforment en Conseil dâAdministration et que nos parents ne sâinquiĂštent du cumul des risques ! » Le recrutement dâun directeur gĂ©nĂ©ral dĂ©lĂ©guĂ© extĂ©rieur marque une nouvelle Ă©tape pour lâentreprise et ses fondateurs : avec un objectif de ⏠500 millions Ă cinq ans, la navigation se promet dâĂȘtre aussi passionnante que sur leur site. « Je me rappelle ces moments oĂč nous jetions en lâair le chiffre dâun milliard de francs, que nous avons atteints en 2006. Penser petit, câest ĂȘtre petit. » Avec de tels principes, on ne peut que se rĂ©jouir quâOlivier de la Clergerie soit membre du comitĂ© exĂ©cutif de la Fondation EMLYONâŠ
« Câest important de raconter des histoires qui donnent envie de rĂȘver, car toutes les entreprises commencent par un rĂȘve. Câest tout lâintĂ©rĂȘt de ce livre : encourager ceux qui ont un rĂȘve Ă le concrĂ©tiser et ceux qui nâen ont pas encore Ă oser. » 33
ENTREPRENEURS FOREVER
He builds the means for his company to reach the âŹ500 million mark
OLIVIER DE LA CLERGERIE
MSc in Management 1996
GENERAL MANAGER AND CO-FOUNDER OF LDLC GROUP He is the hidden âOâ behind his elder brother Laurentâs initials LDLC; the one who makes the back-office run smoothly for this pioneer of on-line sales of IT equipment, who sold more than âŹ200 million in 2013. Two brothers, two similar university careers, â a double education in Engineering and Financial management â, both passionately interested in micro-computing, two complementary personalities, one remarkable story. As a 2nd year student at EMLYON after graduating from the Lyon Engineering school ECAM, Olivier de la Clergerie domesticated his lectures in finance by drawing up business plans for his brother who dreamed of being an entrepreneur.
« It is important to tell stories which make people want to dream, because all companies begin with a dream. That is why this book exists: to encourage people with a dream to make it happen, and for those without, to dare to have one. » 34
In 1996, they launched LDLC.com together from the family home, with their first stock spread out between the garage and their bedroom, and experienced the euphoria if the IT and e-commerce markets. « We werenât expecting anything apart from making sure that the project was feasible⊠we never imagined what would happen. » Plugged into hyper-growth, their operating system had the very best programmes: introductionenbourse2.0 and prudentfinancialmanagement.3. They configurated their first shop in 1998, increase the band-width of their working capital, and sold over âŹ8.4 million with an initial capital of only âŹ7,500. «Itâs true we were faced with problems of growth, but they were nonetheless problems... for a long time we were on the razorâs edge. » The two founders have a unique motherboard which protects them from the virus cashburning .exe â their father who works in finance: « He taught us that a company lives or dies according to its bank account. » A few years later, and the enterprise opened a new session, that of maturity. « I understand
that the company had grown, the day when one of the staff of our warehouses said to me: Bonjour Monsieur ». Olivier de la Clergerie installs in his toolbar all the support, legal, logistics, and HR supports, and is always careful to add octets to internal processes. As far as management is concerned, he has developed his own app, which has gained him the nick-name Monsieur Pourquoi (Mr. Why): « If you know how to answer a list of ââwhyââ questions, you can go far in a good many areas». The 340 group staff certainly know the reason why he was awarded the Prize of Human Capital in April 2013. Even today, Olivier de la Clergerie still continues to activate the ââadventureââ feature: « You donât create a company just to earn money, you will miss a lot of human issues if you think that way. » 17 years after it was founded, the company still has its ââstart-upââ and family SMI hard disk. The brotherhood is now complete (and includes their younger sister, Caroline) and 50% of the capital is still in the hands of their founders and their families. « Itâs difficult to stop our family meals turning into Board meetings, and having our parents worrying about balancing the risks! » The recruitment of a General Manager from outside the family is the sign of a new stage for the enterprise and for its founders: with a âŹ500 million sales objective in the next five years, navigation promises to be as exciting as that of their website. « I remember the times when we just pulled out of a hat the figure of a billion francs, which we reached in 2006. If you think small, you stay small. » With principles like those, we are happy that Olivier de la Clergerie is a member of the Executive Board of the EMLYON FoundationâŠ
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ENTREPRENEURS FOREVER
Il aide les esprits jeunes Ă faire avancer leurs rĂȘves
PATRICK DUPUIS
Programme Grande Ecole 1984
DIRECTEUR FINANCIER MONDE DE PAYPAL INC. Le parcours de Patrick Dupuis est Ă lâimage de la Silicon Valley oĂč il travaille aujourdâhui : globalisĂ©, intense, prolifique, Ă fort contenu technologique. Du jeune chef comptable recrutĂ© par GE (General Electric) au franco-amĂ©ricain qui chapeaute les finances du premier fournisseur au monde de solutions de paiement en ligne, il a capitalisĂ© une expĂ©rience exceptionnelle de la transformation dâentreprises dans le secteur des services. A 21 ans, il est le premier diplĂŽmĂ© de lâenseignement supĂ©rieur de sa famille : « des petits entrepreneurs et des fermiers qui ont bĂąti leur vie sur le travail et leurs convictions ». GE le recrute en 48 heures : « ça nâĂ©tait pas le job le plus glamour dont peut rĂȘver un jeune qui sort dâEMLYON, mais jâavais trois personnes Ă manager et de lâespace pour apprendre ». TrĂšs vite repĂ©rĂ©, il suit le parcours accĂ©lĂ©rĂ© des talents, passe de lâopĂ©rationnel Ă la stratĂ©gie, participe Ă la croissance en Asie puis devient Ă 34 ans le plus jeune directeur de lâaudit. AprĂšs 15 ans sur des projets globaux et du business dĂ©veloppement, il intĂšgre comme directeur financier lâĂ©quipe dirigeante de la division Healthcare, aux cĂŽtĂ©s de Marc Onetto, diplĂŽmĂ© de lâĂcole Centrale de Lyon devenu vice-prĂ©sident dâAmazon. « Avec 77 acquisitions en quatre ans, lâactivitĂ© double de taille, Ă $ 10 milliards, une constante et passionnante construction dâĂ©quipe. » En 2003, il a 40 ans, vient dâintroduire en Bourse le centre de services partagĂ©s de GE (16 000 personnes) et cherche Ă passer plus de temps avec sa famille. Il revient aux finances, au sein dâun grand groupe hospitalier privĂ© puis de Sitel Worldwide, qui gĂšre 120 centres dâappel dans 25 pays et peine Ă intĂ©grer une acquisition majeure. 36
En 2010, aprĂšs le Wisconsin, le Missouri et le Tennessee, il traverse les Etats-Unis et retrouve chez Paypal lâambiance pionniĂšre de ses dĂ©buts. « Le PrĂ©sident David Marcus me rappelle les grands patrons de GE, un crĂ©ateur nĂ©, avec une capacitĂ© Ă motiver et Ă bĂątir assez unique.» Lâentreprise, filiale dâeBay, double de taille tous les trois ans ($ 6 milliards). La croissance exige une discipline de transformation permanente et dâexcellence opĂ©rationnelle. Directeur financier, Patrick Dupuis veille Ă lâalignement stratĂ©gique des moyens et des processus. « Mon rĂŽle est dâemmener le plus loin possible les rĂȘves des esprits entreprenants. » Le fil conducteur de ces presque trente annĂ©es dâintrapreneuriat ? â La transmission. La transmission de la notion de pĂ©rennitĂ© : « je ne retiendrai pas les rĂ©sultats financiers, mais les Ă©quipes que jâai bĂąties et les projets qui me survivront ». La transmission de valeurs humaines : « il y a ceux qui recrutent des titres et ceux qui investissent dans le courage ; tout manager doit encourager autour de lui lâintelligence, lâintĂ©gritĂ© et lâhumilitĂ© ; la mission est plus importante que la crainte de lâĂ©chec ou les objectifs personnels ». La transmission de son expĂ©rience aussi, dans son appui Ă lâĂcole qui lâa formĂ©. Parrain de la promotion 2000, il est, avec Marc Onetto, cofondateur de la Fondation amĂ©ricaine EMLYON/Ăcole Centrale de Lyon. « Je suis convaincu de la puissance offensive du rĂ©seau et de lâalliance avec lâĂcole Centrale de Lyon, que Marc et moi avions suggĂ©rĂ©e il y a douze ans. » Avec un tel sens de lâanticipation, Patrick Dupuis ne travaille pas dans la Silicon Valley par hasard.
« Le partage de la valeur est le défi essentiel des dirigeants du 21e siÚcle : dans un environnement aussi ouvert et aussi démocratique, on doit raisonner en symbiose. Chez Paypal, ce principe vaut pour les clients comme pour les collaborateurs : on réussit ou on perd tous ensemble. » 37
ENTREPRENEURS FOREVER
He helps young spirits to fulfill their dreams
PATRICK DUPUIS
MSc in Management 1984
HEAD OF FINANCE (WORLD) PAYPAL INC. Patrick Dupuisâ career is the reflection of Silicon Valley where he works today: global, intense, prolific, and high-tech. From being a young Head Accountant recruited by GE (General Electric), to a Franco-American managing the finances of the world's biggest supplier of on-line payment solutions, he has built up exceptional experience in the field of service company transformations. At 21, he was the first member of his family to go to University: « They were small business owners and farmers who had based their life on their work and their convictions ». GE snapped him up in 48 hours: « It wasnât the most glamourous of jobs for a young person fresh from EMLYON, but I did have three people in my team and plenty of room for learning ». He was spotted very quickly and enrolled in the fast-track talent path, and went from line management to strategy, participated in development in Asia, and then, at the age of 34, became the youngest ever Manager of the Audit department. After 15 years spent on global projects and business development, he joined the management of the Healthcare division as Head of Finance, working with Marc Onetto, graduate of the Lyon Ecole Centrale (Centrale Engineering School), future Vice-Chairman of Amazon. « With 77 acquisitions in four years, activity had doubled to $10 billion, which meant the team was always in the process of some passionately interesting construction. »
« Sharing value is the ultimate challenge for 21st Century managers: in an environment as transparent and democratic as ours is, we must all think symbiotically. At Paypal, this principle holds good for both customers and for staff: we all succeed or we all lose together. » 38
In 2003, he was 40, and had just floated GEâs shared services centre (16,000 staff) on the Stock Exchange, and was hankering to spend more time with his family. He returned to the world of finance, for a big private hospital group, then for Sitel Worldwide, which manages 120 call centres
in 25 countries, and having problems dealing with its latest major acquisition. In 2010, after Wisconsin, Missouri and Tennessee, he crossed America and found that Paypal still had the same pioneering spirit of its first years. « Chairman David Marcus reminds me of the top managers at GE, a born creator, with a unique skill for motivating and growing. » The company, subsidiary of eBay, doubles in size every three years ($6 billion). Managing growth demands permanent transformational discipline, and operational excellence. As a Financial Manager, Patrick Dupuis is in charge of the strategic alignment of means and of processes. « My role is to take the dreams of entrepreneurial spirits⊠as far as possible. » The guiding principle of almost thirty years of intrapreneurship? â Transmission. Transmission of the notion of sustainability: « What will remain in my mind are not the financial results, but rather the teams that I built and their projects which will outlive me ». Transmission of human values: « Some people recruit people with diplomas, and some people invest in courage; every manager must encourage the presence of intelligence, integrity and humility around him; the mission is more important than the fear of failure or personal goals ». Transmission of his experience, too, with his contribution to the school which trained him. He is sponsor for the Class of 2000, and, together with Marc Onetto, Co-Founder of the American Foundation of EMLYON/Lyon Ecole Centrale. « I have every confidence in the attacking power of the network and of the partnership with Lyon Ecole Centrale, which Marc and I suggested twelve years ago. » With that sort of forward thinking, itâs not by chance that Patrick Dupuis works Silicon Valley. 39
ENTREPRENEURS FOREVER
Il a pris quelques détours avant de devenir acteur et producteur de cinéma au Canada
MICHEL DURANSEAUD
MBA 1990
DIRECTEUR GĂNĂRAL ET FONDATEUR DE CMHL ENTERPRISES Longtemps Michel Duranseaud a donnĂ© la prioritĂ© Ă son rĂŽle de pĂšre, un choix qui peut expliquer la diversitĂ© de ses dĂ©buts professionnels. Sa mĂšre lui rĂ©pĂ©tait : « je ne sais pas oĂč tu vas mais je te fais confiance ». Aujourdâhui, il soutient que chaque Ă©tape de son sinueux cheminement Ă©tait un pas vers le cinĂ©ma. Car, quâont donc en commun le perchiste diplĂŽmĂ© en activitĂ©s physiques et sportives, le chercheur en physiologie qui mesure la puissance explosive des sprinters dans son laboratoire de Saint-Ătienne, le responsable marketing de fabricants de tapis de course ou de revĂȘtements de sols sportifs, le chef de quart occasionnel de Pen Duick 6, lâancien bateau dâEric Tabarly, ou le concepteur du ââWorld Pentathlonââ, expĂ©dition sportive et scientifique qui devait rallier le NĂ©pal Ă la voile, rĂ©aliser lâascension dâun sommet de 8 000 m, traverser lâAustralie en VTT, descendre le Colorado en kayak et arriver Ă Anchorage en chiens de traineaux ? â Le sport, croirait-on ?... Voyons plus loin, traversons lâAtlantique : lâimmigrĂ© canadien, qui choisit Vancouver parce quâil a Ă©tĂ© bercĂ© par la mythologie familiale comptant quelques oncles dâAmĂ©rique et quâil a lu un bel article dans le National Geographic, le consultant commercial et marketing, lâauditeur de KPMG, lâacteur Michel Duran qui fait trois heures de sport par jour pour tourner dans des films dâaction, le producteur de ââsoufflĂ© au chocolatââ, longmĂ©trage qui vient dâĂȘtre sĂ©lectionnĂ© au Festival International du Film de Sonoma en Californie ? Quel point commun Ă toutes ces vies, si ce nâest le MBA EMLYON associĂ© Ă un incroyable tempĂ©rament ?
40
Les premiers mois de Michel Duranseaud au Canada rĂ©vĂšlent une capacitĂ© dâadaptation assez unique, qui ne va pas sans remise en cause. « Je me suis retrouvĂ© au mĂȘme niveau que tous les migrants, jâai appris Ă ouvrir des portes, Ă faire des choses tangibles en attendant mieux. Quand jâavais des doutes, je faisais le tour du Stanley Park et ça allait mieux ! » Il dĂ©montre Ă©galement une trĂšs nette disposition au rĂ©seau, rebondit sur les rencontres comme le font avec les mots les ritournelles enfantines. Câest par lâĂ©cole de ses enfants quâil fait la connaissance de Kamal Derkaoui, chef opĂ©rateur marocain formĂ© Ă Moscou, qui lâinvite en 2003 au Festival du cinĂ©ma de Vancouver â le dĂ©clic â et lui trouve ses premiers contacts dans lâindustrie du cinĂ©ma. DĂ©s lors, il se documente, se forme et sâengage rĂ©solument dans le 7e art, oĂč il peut faire la synthĂšse de ses expĂ©riences : « finalement, quâest-ce quâun film, sinon un projet Ă concevoir, Ă financer et Ă gĂ©rer, comme je lâai appris durant mon MBA ? ». Depuis dix ans, Michel Duran (son nom dans le cinĂ©ma) trace son chemin sur la toile, avec lâĂ©nergie du sportif quâil est restĂ©, les bonnes pratiques de lâentrepreneur quâil est devenu et lâoptimisme qui ne lâa jamais quittĂ©. Il se prĂ©pare maintenant Ă convaincre les grands studios amĂ©ricains de distribuer ses films et travaille sur son prochain long mĂ©trage : il se dĂ©roulera dans le milieu des annĂ©es 70, Ă lâĂ©poque magique â retour aux sources â de⊠lâASSE !
« La frĂ©quentation de grands sportifs mâa appris les ressorts de la haute performance. Dans un univers hyper concurrentiel comme le sport de haut niveau ou le cinĂ©ma, le rĂ©sultat repose sur la discipline de prĂ©paration, dans les moindres dĂ©tails, pour ĂȘtre au moment-clĂ© totalement disponible psychologiquement et physiquement. » 41
ENTREPRENEURS FOREVER
Heâs done it all ⊠before becoming an actor and cinema producer in Canada
MICHEL DURANSEAUD
MBA 1990
GENERAL MANAGER AND FOUNDER OF CMHL ENTERPRISES For a long time, Michel Duranseaudâs first priority was being a father, and this choice explains some of his professional too-ing and fro-ing. His mother used to say to him: « I donât know where youâre going, but I trust you to get there ». Today, he is sure that every stage of his dizzying and meandering route was a step towards the cinema. What else could possibly be the common element between the pole-vaulter with a diploma in physical activities and sport, the researcher in physiology who measures the explosive power of sprinters in his laboratory in Saint-Etienne, the Head of Marketing for treadmills or sports floor coverings, the (occasional) crew member of the Pen Duick 6, Eric Tabarlyâs old boat, or the designer of the âWorld Pentathlonââ, the sports and scientific expedition planned to sail to Nepal, climb a 8000m high summit, mountain-bike across Australia, paddle down the Colorado river in a kayak, and arrive in Anchorage in a dog-sleigh. Well⊠sport⊠you might say? Letâs look a little further on, and cross the Atlantic: and now we discover the Canadian immigrant, who has chosen to live in Vancouver because he grew up hearing his family mythology about a couple of American relatives, and because he had read a great article in the National Geographic magazine. Or else the sales and marketing consultant, the KPMG auditor.
« Pending time with top sportsmen has taught me the underlying elements behind high performance. In a hyper-competitive universe like high-level sport or the cinema, the result always depends upon the discipline of preparation, in every single detail, so as to be totally available psychologically and physically at the vital moment. » 42
Not to mention the actor Michel Duran who does three hours of sport a day so he can be in action films, or the producer of âChocolate SoufflĂ©â a feature film selected at the International Film Festival of Sonoma in California.
What do all these different lives have in common, if not the EMLYON MBA in association with⊠an absolutely unbelievable personality? His first months in Canada also reveal a unique ability for fitting in, and at the same time, constantly putting himself in question. « I found myself at same level as all the other emigrants, I learned to open doors, to do concrete things while waiting for something better. Whenever I was worried, I would go for a walk round Stanley Park, and I felt better! » Because Michel Duranseaud displays such a clear propensity towards networking: he bounces from one meeting to the next like the words in a nursery rhyme! At his childrenâs school, he met Kamal Derkaoui, a Maroccan Head Cameraman trained in Moscow, who invited him in 2003 to the Vancouver Cinema Festival â a trigger for the next step â and found him his first contacts in the cinema industry. He immediately started doing in-depth research, training, and commits resolutely to the 7th Art, the synthesis of all his different experiences: « What is a film, if not a project to be designed, financed, and managed, just as I learned during my MBA? ». For ten years now, Michel Duran (his stage name) is tracing his path in films, with all the same energy he had when he was a sportsman, together the best practices of the entrepreneur he became, and the optimism which he has never abandoned. He is now aiming to convince the big American studios to distribute his films and is working on his next feature film which takes place in the 70âs, that magic era â back to his roots â to the St Etienne Football Club!
43
ENTREPRENEURS FOREVER
Elle dirige la premiĂšre sociĂ©tĂ© de gestion de fonds indĂ©pendante spĂ©cialisĂ©e sur lâEst
KARINE HIRN
Programme Grande Ecole 1993
COFONDATRICE DâEAST CAPITAL ET DIRECTEUR GĂNĂRAL POUR LA CHINE Karine Hirn a le goĂ»t des routes peu frĂ©quentĂ©es et les nerfs solides. Pourtant, ses vingt premiĂšres annĂ©es sâĂ©coulent paisiblement dans un village du Beaujolais. Trop paisiblement ? Elle intĂšgre EMLYON Ă 18 ans et en 2e annĂ©e, choisit une destination peu prisĂ©e : lâAcadĂ©mie des Finances de Moscou. En cette annĂ©e 1991 confuse, elle dĂ©couvre la solitude et les pĂ©nuries alimentaires. « Jâai passĂ© les premiĂšres semaines avec lâangoisse et la faim au ventre. Un matin, je me suis dit : soit tu pars, soit tu te dĂ©brouilles. Jâen ai retirĂ© un principe : dans toutes situations, il y a des choses quâon ne peut pas changer, mais il faut sâoccuper de celles sur lesquelles on peut agir. » La faim justifiant les moyens, elle apprend le russe et en 3e annĂ©e, choisit Ă nouveau une direction dĂ©laissĂ©e, la Finlande. Ses incursions Ă lâEst et lâactualitĂ© gĂ©opolitique lâincitent Ă demander son passeport pour un DEA Ă lâIEP de Paris. Karine Hirn nâa que 22 ans quand sa premiĂšre mission professionnelle lâenvoie Ă Nijni Novgorod (Russie) pour former les Ă©quipes dâune banque Ă lâanalyse du risque de crĂ©dit. « La ville avait Ă©tĂ© longtemps fermĂ©e aux Ă©trangers ; avant de faire de lâanalyse de risques, il fallait dĂ©jĂ leur apprendre Ă utiliser les ordinateurs et Ă lire des comptes dâexploitation ! » Pendant ce temps, elle rĂȘve de rejoindre son fiancĂ© finlandais installĂ© Ă Stockholm et apprend le suĂ©dois. Elle dĂ©barque en SuĂšde lâĂ©tĂ© 1995 et dans ses pĂ©rĂ©grinations pour une banque moscovite, rencontre un suĂ©dois et un lituanien avec qui elle partage la passion de ces marchĂ©s Ă©mergents. Lâenthousiasme Ă©tant communicatif, ils fondent ensemble East Capital, sociĂ©tĂ© de gestion dĂ©diĂ©e aux pays de lâEst. 44
Le premier fonds russe est constituĂ© dans une conjoncture difficile, les premiers investissements engagĂ©s en mai 1998, avant la dĂ©valuation du rouble et lâĂ©croulement des marchĂ©s. Karine Hirn et ses associĂ©s traversent leur premiĂšre crise. Ils en affronteront deux autres, en 2004 et 2008. « Nous travaillons sur des marchĂ©s trĂšs volatils. Il est essentiel de rester soudĂ©s et trĂšs attentifs Ă la communication vers les investisseurs. » En 2003, alors quâEast Capital gĂšre ⏠60 millions, lâĂ©quipe se donne â de façon un peu empirique â un objectif de 2,5 milliards Ă 5 ans, quâils atteignent en 2006. Elle dĂ©veloppe alors des produits dâinvestissement sur toute lâEurope de lâEst (Balkans, Ukraine, GĂ©orgie, KazakhstanâŠ) et une connaissance profonde des marchĂ©s, grĂące Ă une prĂ©sence locale, des visites dâentreprises et des perspectives de long terme qui focalisent sur des grands thĂšmes comme la convergence europĂ©enne et lâaugmentation du pouvoir dâachat. « Une pĂ©riode trĂšs grisante, avec des dĂ©cisions rapides et la certitude de vivre une transformation historique. » Karine Hirn aurait pu continuer de diriger East Capital, se satisfaire des ⏠4 milliards en gestion et des distinctions rĂ©coltĂ©es, comme pour le premier fonds russe, longtemps considĂ©rĂ© comme le meilleur au monde par Morningstar. Mais en 2010, fi de la routine, elle rĂ©alise avec ses associĂ©s lâacquisition dâun fonds spĂ©cialisĂ© sur la Chine et prend un aller simple pour Shanghai, avec dans ses bagages mari et enfants (trois). « Câest un vrai nouveau dĂ©part, trĂšs stimulant, avec un fonds de ⏠200 millions, modeste pour le territoire, mais il est Ă©vident que le potentiel est Ă©norme. » Aura-t-elle assez faim pour apprendre le mandarin ?
« La performance dâune Ă©quipe repose sur la complĂ©mentaritĂ© des qualitĂ©s et lâattĂ©nuation des dĂ©fauts de chacun. Des valeurs y contribuent, comme la curiositĂ©, le respect, la solidaritĂ©, lâagilitĂ©, que lâon retrouve souvent chez ceux que nous pourrions appeler des explorateurs. » 45
ENTREPRENEURS FOREVER
She runs the first independent asset manager specialising in Eastern countries
KARINE HIRN
MSc in Management 1993
CO-FOUNDER OF EAST CAPITAL AND GENERAL MANAGER (CHINA) Karine Hirn has a taste for the less-frequented roads and steady nerves. And yet the first twenty years of her life were spent peacefully in a village in the Beaujolais region... Too peacefully? She started at EMLYON at the age of 18, and in her 2nd year, chose a less than popular destination: the Academy of Finance in Moscow. In that confused year of 1991, she discovered loneliness and food shortages. « I spent the first weeks distressed and hungry. One morning I said to myself: either you leave, or you get by. I drew the conclusion that in every situation, there are some things you canât change, but you have to take care of the things you can. » Hungry for action, she learned Russian, and in her 3rd year chose once again another neglected destination, Finland. Her incursions to the east and the current geopolitical events encouraged her to apply for a passport for a higher university diploma at the Institute of Political Science in Paris.
« Team performance relies on the members having complementary strong points, and being able to mitigate their weak points. Values contribute to this, like curiosity, respect, solidarity, agility, which you often find in people you would call explorers. » 46
Karine Hirn was only 22 when her first professional assignment sent her to Nijni Novgorod (Russia) to train bank teams in credit risk analysis. « The town had been closed to foreigners for a long time; before we could get down to risks analysis, I had to teach them to use a computer and to read operating accounts! » During this time, dreaming of joining her Finnish fiancé who was living in Stockholm, she learned Swedish. She arrived in Sweden in the summer of 1995, and in her peregrinations for a Moscow bank, met a Swede and a Lithuanian who shared her passion for these emerging markets. Their enthusiasm was contagious, and together they founded East Capital, an asset management company for the East.
The first Russian funds were set up in a difficult economic context, the first investments being made in May 1998, before the rouble was devalued and markets collapsed. Karine Hirn and her partners weathered their first crisis. They would come up against two others, in 2004 and 2008. « We were working on highly volatile markets. We had to remain united, and be very careful about the way we communicated to investors. » In 2003, with East Capital managing âŹ60 million, the team set themselves the slightly empirical goal of âŹ2.5 billion in 5 years, which they reached in 2006. She started developing investment products all over Eastern Europe (the Balkans, Ukraine, Georgia, Kazakhstan⊠) and in-depth market knowledge, thanks to local presence, visits to local enterprises, and long-term perspectives focussing on important themes such as European convergence and increased purchasing power. « It was an exciting time, with quick decisions and the certainty that we were experiencing a historic transformation. » Karine Hirn could have continued to manage East Capital, be satisfied with the âŹ4 billion portfolio, and the corresponding awards, like the one for the first Russian fund, which was for a long period considered to be the best in the world by Morningstar. But in 2010, fed up with routine, she and her partners acquired a specialised fund in China and she booked a one-way ticket to Shanghai, with, in her baggage, her husband and children (3). « It is a real new departure, really stimulating, with a fund which at âŹ200 million is relatively small for the size of the country, but for sure, the possibilities are enormous. » Will she be hungry enough to learn Mandarin? 47
ENTREPRENEURS FOREVER
Il partage sa vie entre les conseils dâadministration et sa ferme en Uruguay
PHILIPPE-LOĂC JACOB
Programme Grande Ecole 1987
PRĂSIDENT DâECO-EMBALLAGES LâitinĂ©raire de Philippe-LoĂŻc Jacob nous apprend que la passion peut sâavĂ©rer le plus raisonnable des guides et quâĂ sâĂ©carter de prĂ©sumĂ©es voies royales, on finit par tutoyer de grands maĂźtres. DĂšs sa scolaritĂ© Ă EMLYON, il est rĂ©solu au grand large et Ă lâaventure. Antoine Riboud, fondateur et prĂ©sident du groupe Danone, vient partager sur le campus sa vision de lâhomme et de la planĂšte, lâimportance des marques, la mission du management. « Danone est trĂšs vite devenu une vocation, par la rencontre de gens fascinants comme Antoine Riboud, son fils Franck et Daniel Carasso, le ââDanââ de Danone. » La carriĂšre sâouvre Ă lui en 1985 Ă lâoccasion dâun stage en Scandinavie pour la division boissons. Une fois diplĂŽmĂ©, Philippe-LoĂŻc Jacob est envoyĂ© en galop dâessai au Canada pour y lancer les eaux minĂ©rales. Il reçoit quelques mois plus tard le directeur gĂ©nĂ©ral de la division, lui prĂ©sente sa vision Ă cinq ans. Il nâen faut pas plus pour le mettre en selle, Ă 25 ans, avec le titre de ââGeneral Managerââ. « Jâapprends lâessentiel : Ă prendre des dĂ©cisions rapidement, Ă recruter, Ă communiquer avec les managers pour avoir plus de moyens, Ă gĂ©rer la relation clients. Cette expĂ©rience gĂ©nĂ©raliste sera dĂ©terminante pour la suite. » Antoine Riboud lui recommande plus tard de revenir en France : « vous jouez dâoreille sans avoir appris votre solfĂšge ». Mais Ă faire ses gammes comme chef de produit Kronenbourg, trĂšs vite, il piaffe. Franck Riboud lâappelle pour conduire Ă ses cĂŽtĂ©s les fusions-acquisitions. Commence une grande chevauchĂ©e Ă travers le monde, oĂč Philippe-LoĂŻc Jacob manifeste des dons pour la cadence des nĂ©gociations. « Jâai adorĂ© dĂ©couvrir un marchĂ©, en apprĂ©cier le potentiel, identifier des pĂ©pites, convaincre une famille de sâassocier Ă Danone, travailler avec des banquiers et des avocats de grand talent. » 48
Au bout de trois ans Ă toute bride, Antoine Riboud lâenvoie cette fois-ci en Argentine, comme directeur pays. Câest lâabrazo avec la gestion dâimportantes unitĂ©s, la complexitĂ© industrielle, les relations institutionnelles et toutes les figures du management. En 2002, Franck Riboud, qui a succĂ©dĂ© Ă son pĂšre Ă la prĂ©sidence six ans plus tĂŽt, lui propose de revenir au siĂšge. Philippe-LoĂŻc Jacob laisse un peu de son cĆur au pays des gauchos et se retrouve au centre du dispositif, directeur dĂ©lĂ©guĂ© auprĂšs du prĂ©sident. Ses responsabilitĂ©s sâĂ©largissent en 2004 aux missions de secrĂ©tariat gĂ©nĂ©ral, toutes ces fonctions rĂ©galiennes qui protĂšgent le groupe. « Des annĂ©es formidables, Ă travailler sur la stratĂ©gie du groupe et Ă frĂ©quenter hommes politiques, grands leaders et personnalitĂ©s emblĂ©matiques comme Muhamad Yunus. » En 2009, pourtant, Philippe-LoĂŻc Jacob voit le monde autrement : le dĂ©cĂšs dâAntoine Riboud puis celui de Daniel Carasso, la faillite de Lehman Brothers, sa ferme et le bonheur qui lâattendent en Uruguay, son 45e anniversaire⊠il dĂ©cide de lĂącher les rĂȘnes. Depuis maintenant quatre ans, il se partage entre ses mandats dâadministrateur indĂ©pendant, les engagements bĂ©nĂ©voles qui lui tiennent Ă cĆur, comme la prĂ©sidence dâEco-Emballages (cofondĂ© par Antoine Riboud en 1992) et celle de la Fondation Daniel et Nina Carasso (crĂ©Ă©e par leur fille pour poursuivre leur action philanthropique), et sa nouvelle vie de fermier aux flancs dâune cuchilla dâUruguay. LĂ -bas, il monte son cheval, galope Ă travers ses 200 hectares de prairies, inspecte ses troupeaux et se dit que la voie royale est celle qui rend heureux.
« La gouvernance dâune entreprise est le reflet de ses valeurs. Le plus efficace est le gagnant-gagnant : trouver une Ă©quation Ă©quilibrĂ©e, avec des solutions globales qui permettent Ă chaque partie prenante de rester enthousiaste et passionnĂ©e. » 49
ENTREPRENEURS FOREVER
He divides his life between board meetings and his farm in Uruguay
PHILIPPE-LOĂC JACOB
MSc in Management 1987
CEO ECO-EMBALLAGES
« Company governance is the reflection of its values. The most effective is âwin-winâ: finding a balanced equation with global solutions which allow each party to remain enthusiastic and passionate. » 50
Philippe-LoĂŻc Jacobâs itinerary teaches us that passion can turn out to be the most reasonable of guides, and that when you leave what is often called the âhigh roadâ, you can end up good friends with great teachers. Since his studies at EMLYON, he has had his eyes fixed firmly on the open sea and adventure. Antoine Riboud, founder and CEO of the DANONE group, came on campus to present his vision of man and the planet, the importance of brands, the mission of management. « Danone quickly became a vocation, after meeting fascinating people like Antoine Riboud, his son Franck, and Daniel Carasso, who is the ââDanââ in Danone ». His career there began in 1985 after an internship in Scandinavia for the Drinks Division. After graduating, Philippe-LoĂŻc Jacob was sent for a trial run to Canada to launch mineral water there. Several months later, the General Manager came to see him to present his five-year plan. That was the time for him to jump in the saddle, at the age of 25, with the title ââGeneral Managerâ. « I learnt the most important things: how to take decisions quickly, recruit, communicate with managers to get more resources, manage customer relations. This all-round experience would be a key element for my next step ». Later on Antoine Riboud recommended that he come back to France: « Youâre playing by ear without having learned your scales ». But practicing his scales as Product Manager for Kronenbourg bier had him very soon chomping at the bit. Franck Riboud called him to help him manage the merger-acquisitions. And this was the start of a long cavalcade around the world, when Philippe-LoĂŻc Jacob showed a certain gift for the pace of negotiations. « I loved discovering a new market, assessing its potential, identifying gold nuggets, convincing a family to become partners with Danone, working with talented bankers and lawyers. »
After three years of free rein, Antoine Riboud sent him off again, this time to Argentina, as National Manager. This would be the abrazo with the management of big organisational units, industrial complexity, institutional relationships and all the different shapes and forms of management. In 2002, Franck Riboud, who had taken over from his father as CEO six years previously, proposed that he return to Head Office. Philippe-LoĂŻc Jacob left a little bit of his heart in the land of the gauchos, but found himself at the core of the system, as Deputy Chairman. His responsibilities increased in 2004, becoming Secretary General and taking over all the functions of governance which protect the group. « These were wonderful years, working on company strategy and meeting with politicians, great leaders and outstanding figures such as Muhamad Yunus. » But in 2009, Philippe-LoĂŻc Jacob saw the world from a different angle: the death of Antoine Riboud, then Daniel Carasso, the Lehman Brothersâ bankruptcy, his farm and the happiness that were waiting for him in Uruguay, his 45th birthday... he decided to drop the reins. For the last four years, he has been sharing his time between his mandates as independent director, his voluntary commitments which are very important to him, such as the Chairmanship of Eco-Emballages (co-founded by Antoine Riboud in 1992) and that of the Daniel and Nina Carasso Foundation (created by their daughter to continue their philanthropic work), and his new life as a Farmer on the hill-side, a cuchilla in Uruguay. And this is where, on horseback, he gallops across 200 hectares of prairie, inspects his herds, and says to himself that the âhigh roadâ is any road that makes you happy.
51
ENTREPRENEURS FOREVER
Il vit plusieurs vies Ă la fois dans son activitĂ© dâentrepreneur-investisseur
PHILIPPE KLOCANAS
Programme Grande Ecole 1986
PARTENAIRE FONDATEUR DE WEINBERG CAPITAL Philippe Klocanas aime passionnĂ©ment les montĂ©es dâadrĂ©naline que son mĂ©tier lui procure, et espĂšre pouvoir lâexercer, comme les artistes, le plus longtemps possible. « On a les doigts dans la prise en permanence ! » DĂšs le coup dâenvoi de la rentrĂ©e 1983, il rejoint lâassociation dâĂ©tudiants dâEMLYON qui rĂ©alise des missions en Asie pour des PME rĂ©gionales : « câĂ©tait une façon de me familiariser avec le monde des adultes et des choses concrĂštes ; jâai dĂ©couvert que ce monde Ă©tait vaste ». Il est recrutĂ© Ă lâissue de son stage de fin dâĂ©tudes par lâĂ©quipe lyonnaise du cabinet international Arthur Andersen (repris en 2002 par Ernst and Young). Il rentre sur le terrain de lâaudit et pendant trois ans entraĂźne son enthousiasme et sa capacitĂ© de travail sur les plus beaux sujets. « Jâai pu acquĂ©rir une formidable mĂ©thode de travail et une incroyable culture dâentreprise ; nous avions le sentiment dâĂȘtre les meilleurs, quâil ne pouvait rien nous arriver. MĂȘme aprĂšs le dĂ©mantĂšlement du groupe, ça reste une fabuleuse carte de visite grĂące au puissant rĂ©seau des anciens. » 1990 marque son transfert Ă la banque dâinvestissement Hottinguer. Cet Ă©tablissement familial de taille modeste rĂ©alise des opĂ©rations de fusions-acquisitions pour une clientĂšle privĂ©e de dirigeants patrimoniaux : un positionnement qui inspirera son style de jeu. « Je prĂ©fĂšre les petites structures qui offrent de lâautonomie et un contact direct avec les entrepreneurs. » Au mercato de 1996, Natexis lui propose de participer au lancement de son activitĂ© fusions-acquisitions. « Un mĂ©tier aux effets dâaccoutumance rapides, car il conjugue la dimension commerciale et des enjeux techniques forts de stratĂ©gie et dâingĂ©nierie financiĂšre. » 52
AprĂšs deux ans Ă Paris, il est dĂ©tachĂ© Ă NewYork pour CVC Group (un des plus importants fonds dâinvestissement au monde), pour structurer l'approvisionnement des opĂ©rations des LBO (Leverage Buy Out) europĂ©ens, en pleine pĂ©riode de prĂ©paration de lâEuro. « Jâapprends les usages dâaffaires amĂ©ricains : lâobsession de lâargent, la simplicitĂ© des relations professionnelles. Une Ă©poque assez folle, tout montait au ciel ! » Il rĂ©alise en 2000 une action dĂ©cisive : il change de maillot pour celui de PinaultPrintemps-Redoute (le groupe de luxe PPR, prochainement rebaptisĂ© Kering). Le prĂ©sident François Pinault et son directeur gĂ©nĂ©ral Serge Weinberg ambitionnent le haut de tableau mondial. Ils confient Ă Philippe Klocanas la restructuration du groupe sur la distribution et le luxe, Ă travers un important programme de cessions (dont le distributeur de matĂ©riel Ă©lectrique Rexel pour ⏠3,7 milliards) et l'acquisition de Gucci. Il perfectionne son pouvoir offensif et ses talents tactiques et en novembre 2004, est nommĂ© directeur stratĂ©gie et dĂ©veloppement et membre du comitĂ© exĂ©cutif de PPR. « Ce furent cinq annĂ©es absolument fantastiques, Ă construire vite et fort. » En 2005, câest la mi-temps. Serge Weinberg quitte le groupe pour crĂ©er Weinberg Capital, une sociĂ©tĂ© dâinvestissement indĂ©pendante, concentrĂ©e sur les LBO majoritaires de sociĂ©tĂ©s françaises de taille moyenne et les projets immobiliers en gestion active. Philippe Klocanas en devient le capitaine et dĂ©fend les lignes : une approche entrepreneuriale de lâinvestissement. « La rigueur dans la bonne humeur », c'est le leitmotiv de lâinvestisseur chevronnĂ© qui veille Ă ne pas se prendre au sĂ©rieux et sait raccrocher ses crampons pour regarder un bon match de foot Ă la tĂ©lĂ©vision.
« Ce nâest pas trĂšs populaire, la finance aujourdâhui, mais je peux dire que je fais mon mĂ©tier avec bonheur, sans exploiter qui que ce soit. Ce nâest pas un clichĂ© de parler de confiance et de fiabilitĂ© intellectuelle. Câest important de crĂ©er les conditions qui permettent dâaborder tous les sujets. On a tous ses trous dâair, il faut ĂȘtre capable de le dire et avoir quelquâun en face disposĂ© Ă lâentendre. »
53
ENTREPRENEURS FOREVER
He lives several lives at the same time in his entrepreneur-investor activity
PHILIPPE KLOCANAS
MSc in Management 1986
FOUNDER PARTNER WEINBERG CAPITAL Philippe Klocanas passionately enjoys the adrenaline rush he gets from his work, and hopes, to carry on as long as possible, as artists do. « Itâs as if youâve always got your fingers in an electric socket! » Kick-off time for him was in September 1983, when he joined the EMLYON Studentsâ Association, organising missions in Asia for local SMIâs: « It was a way to get to know the adult world and concrete things; and I discovered that the world was a big place ». After his end-of-course internship, he was recruited by the Lyon team of the international firm Arthur Andersen (taken over in 2002 by Ernst and Young). He ran on the pitch in the world of auditing, and for the next three years trained his enthusiasm and capacity for work in the best of subjects. « I gained a fantastic approach to work and an unbelievable corporate culture; we all thought that we were the best, that nothing could harm us. Even after the group was dismantled, it was still a fabulous visiting card, thanks to the powerful old-boy network. » 1990 was the year of his transfer to the Hottinguer investment bank. This modest-sized family establishment carries out mergeracquisitions for a private clientele of family business owners: and it is this market position which was to inspire his style of play. « I prefer small structures which allow you a lot of elbow-room, and direct contact with entrepreneurs. »
« Finance is not exactly flavour of the month at the moment, but I must say that I feel happy to do my job, without exploiting anyone. Itâs not a clichĂ© to speak about trust and intellectual reliability. Itâs important to create the conditions which allow us to approach absolutely any subject. We all have our moments of turbulence; you have to be able to own up when that is the case, and be sure that the person opposite you is ready to listen. » 54
For the 1996 transfer season, Natexis asked him to participate in the launch of their merger-acquisition activity. « A job which quickly became addictive, because it mixed sales with strong strategic techniques and financial instruments.»
After two years in Paris, he was sent to New-York for the CVC group (one of the biggest investment funds in the world), to structure the supply of LBO operations in Europe, right at the time when the Euro was about to be launched. « I learned the American way of doing business: their obsession with money, the simplicity of professional relationships. It was a crazy time; everything was up in the air! » In 2000 he took a decisive step: he changed his soccer jersey for that of the luxury group PPR Pinault-Printemps-Redoute (renamed soon Kering). The CEO François Pinault and his General Manager Serge Weinberg wanted to be top of the league, and they asked Philippe Klocanas to restructure the groupâs sales distribution and luxury activities, via a big sell-off programme (including the electrical material sales company, Rexel, for âŹ3,7 billion) and the acquisition of Gucci. He perfected his attacking power and his tactical talents and in November 2004 was appointed Strategic and Development Manager, and member of the PPR board. « Those were 5 absolutely fantastic years, building a lot and quickly. » Half-time was in 2005, when Serge Weinberg left the group to start Weinberg Capital, an independent investment company concentrating on majority LBOâs of mediumsized French companies, and real estate asset management. Philippe Klocanas became Captain on the first line of defense: an entrepreneurial approach to investment. « Thoroughness and being in a good mood »: that is the motto of this experienced investor who takes care not to take himself too seriously, and who knows when to hang up his boots to watch a good game of soccer on television. 55
ENTREPRENEURS FOREVER
Elle construit des lignes de production pour le monde entier
JULIETTE KOPP
AMP/CPA 2011
DIRECTEUR EXĂCUTIF DE LA DIVISION FOOD AND PHARMA DE BOCCARD Juliette Kopp a-t-elle imaginĂ© dans ses parties de Monopoly quâun jour, elle nĂ©gocierait la construction de la plus grosse usine de yaourts grecs des Etats-Unis, dâune valeur de $100 millions ? IngĂ©nieur diplĂŽmĂ©e de lâINPG, elle ouvre le jeu professionnel avec un casque, pour gĂ©rer le chantier dâune ligne de production de mĂ©dicaments. Cette expĂ©rience en gĂ©nie des procĂ©dĂ©s lâoriente vers lâingĂ©nierie. Elle conçoit avec deux collĂšgues un systĂšme de dĂ©pollution des vapeurs dâessence lors du chargement des camions citernes, qui se traduit par un dĂ©pĂŽt de brevet et lui vaut une nomination pour le prix du Jeune IngĂ©nieur de lâannĂ©e 1997. Trois cases plus loin, elle pioche la carte ââsuivez votre mari en Italieââ et devient responsable procĂ©dĂ©s chez Rhodia Italia. Il lui suffit de quelques semaines pour apprendre lâitalien et se dĂ©couvrir plus manager quâexpert en calculs. Son employeur lui propose en 2000 un poste dâacheteur, un coup de dĂ©s pour Juliette Kopp qui craint dâabandonner la production et la technique. Elle se forme, se prend au jeu des nĂ©gociations dâaffaires et avance son pion en prenant en 2002 la direction des achats stratĂ©giques Europe (sept acheteurs et ⏠100 millions dâachats). Seconde manche en 2004 : lâun de ses fournisseurs recherche un directeur rĂ©gional pour son activitĂ© de bureau dâĂ©tudes et process. Elle abat 30% de sa rĂ©munĂ©ration contre lâanimation de trois agences (60 personnes) et une promesse de pouvoir suivre la formation AMP/CPA. Elle sort ses atouts, signe des contrats-cadres avec les grands groupes de la chimie et de lâĂ©nergie et double les effectifs en deux ans. Au tour suivant, elle prend la main Ă la direction opĂ©rationnelle de lâentreprise. « Jâai compris lâimportance dâune vision stratĂ©gique claire et partagĂ©e et la force dâune Ă©quipe soudĂ©e et enthousiaste. » 56
Avec la crise de 2009, elle ressort son joker, lâAMP/CPA. « Jâen retiens une trĂšs belle aventure humaine, la rĂ©vĂ©lation des potentialitĂ©s de dĂ©veloppement Ă lâinternational et tous les outils pour consolider les apprentissages que jâai pu faire sur le terrain. » Sa formation devient une carte maĂźtresse dans son recrutement chez Boccard, ensemblier industriel dirigĂ© par la 4e gĂ©nĂ©ration dâentrepreneurs. Directeur exĂ©cutif de la Division Food and Pharma, elle voit son pĂ©rimĂštre grandir puissance 4, avec un chiffre dâaffaires de ⏠150 millions et la supervision de 500 personnes, dont 90% dâhommes, sur 7 pays. Dans son mĂ©tier, la conception et le montage de lignes de production complĂštes, des projets lourds et trĂšs contractualisĂ©s, le marchĂ© est mondial : Juliette Kopp se met aux 1 000 bornes, voyage sur tous les continents et signe de beaux contrats-clĂ©s en mains aux Etats-Unis et dans les pays Ă©mergents. Aujourdâhui, le compte est bon, elle rĂ©colte les fruits de ses actions, une rĂ©ussite saluĂ©e par le TrophĂ©e des Femmes de lâĂ©conomie RhĂŽne-Alpes 2012. « Je vis une Ă©poque Ă©panouissante ; partout dans le monde, notre entreprise française relĂšve des challenges formidables. » Dans son scrabble personnel, le mot management compte double. « Je me sens plus leader-coach que chef ; on dĂ©cuple la performance avec la motivation et la confiance ; jâaime comprendre le moteur de la motivation de chacun, tout en prĂ©servant la cohĂ©sion et lâĂ©quitĂ© dans lâĂ©quipe, ce qui nĂ©cessite parfois quelques arbitrages ! » Avec Juliette Kopp, tout paraĂźt possible, mĂȘme de lâimaginer en train de jouer tranquillement Ă des jeux de sociĂ©tĂ© avec ses deux enfants.
« CrĂ©er de la valeur, câest apporter plus aux clients. Il vaut mieux se diffĂ©rencier par lâinnovation, la qualitĂ© de lâoffre le service et la stratĂ©gie de dĂ©veloppement pour optimiser ses prix de vente plutĂŽt que de mettre toute son Ă©nergie dans la rĂ©duction des coĂ»ts. » 57
ENTREPRENEURS FOREVER
She builds product lines for the whole world plants
AMP/CPA 2011
JULIETTE KOPP EXECUTIVE MANAGER OF THE FOOD AND PHARMA DIVISION FOR BOCCARD When she used to play Monopoly, did Juliette Kopp imagine that one day she would be negotiating the construction of the biggest plant manufacturing Greek yoghurt in the whole of the United States, to the value of $100 million? An engineer graduate of the INPG Engineering School in Grenoble, she began her professional game with a hard hat on her head, managing the construction site of a production line for medicinal products. This experience in process engineering guided her towards the engineering sector. With two colleagues, she designed a system of petrol fume depollution during tanker truck loading, which led to a patent pending⊠and her nomination for the prize of the young Engineer of the year 1997.
« Creating value means giving your customers more. It is better to differentiate yourself through innovation, the quality of your product, your service and development strategy to optimise sales prices, rather than putting all your energy into reducing costs. » 58
Three spaces further along, she takes the card âFollow your spouse to Italyâ and becomes Process Manager for Rhodia Italia. It only takes her a few weeks to learn Italian, and to find out that she is a better manager than an expert in calculation. In 2000 her employer offered her a job as a buyer, and this is a spin of the dice for Juliette Kopp, who was afraid of leaving production and the technical side. She followed training, became interested in the game of business negotiation, and moved her token forward in 2002 by becoming European Head of Strategic Purchasing (seven buyers and âŹ100 million). The second round took place in 2004: one of her suppliers was looking for a regional manager for its activity in a R&D and process department. In exchange for a 30% pay drop, she won the management of three agencies (60 staff) and the promise of being able to follow the AMP/CPA programme. She pulled out all her trump cards, signed agreements with the big chemical and energy groups and doubled her staff in two years. For the next round, she took over operational management for her company. « I understood the importance
of a shared strategic vision, and of a cohesive, enthusiastic team. » During the 2009 crisis, she pulled out her joker, the AMP/CPA programme. « For me this was a really wonderful adventure on a human level, with the revelation of possibilities of development on an international level and all the tools to consolidate my on the job learning. » Her participation on that training programme became a winning card for her recruitment at Boccard, an industrial integration company managed by the 4th generation of entrepreneurs. As Executive Manager of the Food and Pharma Division, it was as if she had a Connect Four in her responsabilities, with sales of âŹ150 million and the supervision of 500 people, 90% of whom are men, in seven different countries. In her job, the design and assembly of whole production lines, big, highly contractualised projects, the market is international. Juliette Kopp began her game of 1000 Milestones, travelling to every continent, and signing big turn-key contracts in the United States and in emerging countries. Today, it all adds up, she is reaping the benefit of her hard work, and her success won her the 2012 Trophy for Women in the RhĂŽne-Alp economy. « I am living a stimulating period; everywhere in the world, our French company addresses fantastic challenges ». In her personal games of scrabble, the word âmanagementâ counts double. « I feel much more of a leader-coach than boss; you can multiply performance through motivation and trust. I love to understand everyoneâs underlying motivation, whilst preserving cohesion and equity within the team⊠which sometimes takes a bit of arbitrating! » For Juliette Kopp, anything seems possible, even imagining her quietly playing board games with her two children.
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ENTREPRENEURS FOREVER
Il fidélise 35 millions de consommateurs européens
Programme Grande Ecole 1996
THIBAUT MUNIER DIRECTEUR GĂNĂRAL ET COFONDATEUR DU GROUPE 1000MERCIS Les 500 annonceurs qui lui confient leur marketing et leur publicitĂ© relationnelle interactive lui disent merci. Et pourtant, Thibaut Munier ne songeait nullement devenir entrepreneur quand il sâest prĂ©sentĂ© aux oraux dâEMLYON, dernier des admissibles. Il avait juste envie de libertĂ© et de connaissances. « Je me suis construit par une sĂ©rie de choix qui correspondaient Ă mes envies profondes. Je nâai rien planifiĂ© sur la durĂ©e, jâai simplement gardĂ© la capacitĂ© dâĂȘtre surpris et de mâĂ©merveiller. » Il profite de sa 2e annĂ©e pour suivre un double diplĂŽme Ă Austin au Texas. Câest le grand bond dans le futur : en 1995, la ville accueille 900 nouveaux habitants par jour, tous les Ă©tudiants de lâuniversitĂ© sont Ă©quipĂ©s dâune adresse de messagerie, enseignements et recherche sâemparent des mĂ©tadonnĂ©es. Thibaut Munier assiste subjuguĂ© aux cours donnĂ©s par Michael Dell, fondateur de Dell Inc. et le plus jeune dirigeant du Fortune 500 amĂ©ricain. « Jâai Ă©tĂ© profondĂ©ment marquĂ© par cette atmosphĂšre dâhyper-croissance. Je me rappelle encore la sensation physique que produisait cette Ă©bullition. » DĂ©cidĂ© Ă se spĂ©cialiser dans le marketing et lâanalyse de donnĂ©es, il complĂšte son cursus EMLYON par un DEA Ă lâUniversitĂ© de ParisDauphine. Dans le cadre de sa thĂšse, il propose au PrĂ©sident dâAir France de travailler sur les adhĂ©rents du programme de fidĂ©lisation de la compagnie. La premiĂšre base de donnĂ©es qui lui est confiĂ©e est celle des meilleurs clients du Concorde : « câĂ©tait assez grisant dâessayer de prĂ©voir la fidĂ©litĂ© de top modĂšles et de footballeurs ! ». Il pose lâhypothĂšse dâun big-bang du marchĂ© europĂ©en des donnĂ©es. La variable dĂ©terminante sâappelle Yseulys Costes, ex-chercheuse dans le mĂȘme laboratoire et experte en interactivitĂ©. 60
Il rencontre cette pionniĂšre de lâinternet qui, Ă quelques jours de NoĂ«l, sâĂ©reinte Ă semer des post-it pour suggĂ©rer ou retenir des idĂ©es de cadeaux. « Il nâa pas fallu une semaine pour que nous poussions plus loin cette idĂ©e a priori tordue de marketeurs. » Ensemble, ils lancent en fĂ©vrier 2000 le site de listes de cadeaux 1000mercis.com, le seul du genre Ă avoir dĂ©passĂ© lâintervalle de la bulle Internet. Car Thibaut Munier et son associĂ©e aiment extrapoler : ils ont accueilli parmi leurs premiers business angels Marc Simoncini (fondateur du site de rencontres Meetic) puis introduit le site sur Alternext en 2006, pour collecter rapidement les moyens dâĂ©tendre leur outil Ă lâexploitation de donnĂ©es clients sur tous les media digitaux. Ils aident aujourdâhui les entreprises Ă optimiser leur marketing relationnel et commercialisent Ă©galement leur propre base de donnĂ©es, avec une obsession : rester en pointe dans un mĂ©tier qui Ă©volue constamment, avec les rĂ©seaux sociaux, lâexplosion du mobile ou les big data. 13 ans aprĂšs sa crĂ©ation, le groupe 1000mercis rĂ©alise ⏠36 millions de chiffre dâaffaires, corrĂ©lĂ© Ă une rentabilitĂ© nette de prĂšs de 20 %, avec 250 personnes de 23 nationalitĂ©s diffĂ©rentes rĂ©parties entre les bureaux de Paris, Londres, New-York, RioâŠet Ecully ! « Nous recevons 1500 CV par semaine et cinq candidats par jour ; câest trĂšs stimulant de construire ce projet passionnant, mais il faut se donner les moyens pour que ça continue ! » Suivant lâalgorithme de ses envies et la cartographie des probabilitĂ©s, Thibaut Munier vise pour 1000mercis le leadership europĂ©en. Il explore pour cela le champ international, avec comme constante le plaisir de construire, sans pondĂ©ration.
« La culture 1000mercis consiste Ă ne jamais en parler, Ă rester trĂšs informels, Ă ne pas avoir de charte qui explicite les valeurs. Nos valeurs, ce sont les gens trĂšs jeunes Ă qui nous faisons confiance et Ă qui nous demandons de se concentrer sur lâefficacitĂ©, lâinnovation et le plaisir. » 61
ENTREPRENEURS FOREVER
He builds customer loyalty for 35 million European consumers
THIBAUT MUNIER
MSc in Management 1996
GENERAL MANAGER AND CO-FOUNDER OF THE 1000MERCIS GROUP The 500 customers who entrusted him with their marketing and their relational advertising all thank him. And yet Thibaut Munier never imagined becoming an entrepreneur when he sat the EMLYON oral entrance exam, and was ⊠the last candidate accepted. All he wanted was freedom and knowledge. « Who I am today is the result of a series of choices which correspond to my deep desires. I never planned anything on a long-term basis; I merely kept preserved my capacity for surprise and wonder. » He took advantage of his 2nd year to follow a double diploma in Austin, Texas. That was his big leap into the future: in 1995, the town had 900 new inhabitants per day, all the university students had an e-mail address, and teaching and research were capturing meta-data. Thibaut Munier went to lectures given by Michael Dell, the founder of Dell Inc., and youngest company owner on the American Fortune 500 list... and was captivated. « I was deeply affected by the atmosphere of hyper-growth. I still remember the physical sensation produced by that effervescence. »
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« 1000mercis corporate culture is⊠never to speak about it, to stay relaxed, not to have a charter explaining our values. Our values are the very young people whom we trust, and ask to concentrate on efficiency, innovation, and pleasure. »
He decided to specialise in marketing and data analysis, and, to his EMLYON diploma, he added a higher university diploma from the University of Paris-Dauphine. For his thesis, he proposed to the CEO of Air France to work on the company loyalty plan. The first data base he is given is that of the top customers for Concorde: « It was fascinating to try to develop customer loyalty with top models and football players! ». The critical variable is named Yseulys Costes, ex-researcher in the same laboratory and an expert in interactivity. He met this internet
pioneer who, a few days before Christmas, was exhausting herself sticking post-its everywhere, to suggest or remember gift ideas. « It only took us a week to develop that (probably crazy) marketing idea. » Together, they launched the gift list website1000mercis.com, in February 2000: the only one of its kind to have survived the Internet bubble crash. Because Thibaut Munier and his partner love to extrapolate: they had brought on board, amongst their first team of business angels, Marc Simoncini (founder of the dating site Meetic), then introduced their site onto Alternext in 2006, so that very rapidly, they were able to collect the means of extending their system to use customer data from all digital media. Today they help customers optimise their sales and relational marketing, and also sell access to their own data base, with a fixed obsession: staying ahead in a profession which is constantly changing, with social media, the explosion of mobile phone apps and big data. 13 years after its creation, the 1000mercis group has sales of âŹ36 million, with a net profit of around 20%, 250 staff of 23 different nationalities in Paris, London, New-York, Rio⊠and Ecully! « We receive1,500 CV per week and five applicants a day: itâs very stimulating to build this passionately interesting project, but we have to be sure we have the means for it to carry on! » Still following the algorithm of his desires and the cartography of probabilities, Thibaut Munier aims for 1000mercis to be European leader. So he is exploring international possibilities, with a constant element of the â unweighted â joy of building his project. 63
ENTREPRENEURS FOREVER
Il dirige un centre de profit au sein du plus grand groupe de conseil dans le monde
CHRISTIAN NIBOUREL
MBA 1982
PRĂSIDENT DâACCENTURE FRANCE Chaque jour, de 7h30 Ă 9h00, Christian Nibourel garde la porte de son bureau ouverte Ă ses collaborateurs (matinauxâŠ) qui souhaiteraient Ă©changer avec lui. « Je demande Ă mes Ă©quipes de ne pas me mettre hors-sol ». Le risque est faible pour le coauteur dâEmpreintes sociales, ouvrage collectif publiĂ© chez Odile Jacob en 2011, qui souligne lâimpĂ©rieuse nĂ©cessitĂ© pour les entreprises de lutter contre les 3 C : Cloisonnement, Conformisme et Clonage. DiplĂŽmĂ© de lâINSA de Lyon (gĂ©nie civil et urbanisme) et titulaire du MBA dâEMLYON, Christian Nibourel est en 1982 impatient dâattaquer la pente. Il affĂ»te ses carres pendant deux ans chez un distributeur europĂ©en de matĂ©riel pour lâindustrie et le BTP. AprĂšs un parcours dâinitiation oĂč il slalome de la prĂ©paration des commandes aux agences commerciales, il se voit confier un secteur de clientĂšle. « Une fameuse Ă©cole de la vie, oĂč vous vous retrouvez tout seul et apprenez sur le tas la dimension technique des produits et lâhumilitĂ© du vendeur. » Il prend lâinitiative dâadresser au siĂšge un rapport dâĂ©tonnement free-style, qui lui vaut une promotion au service organisation. Il prĂ©fĂšre filer tout schuss chez Accenture, entreprise internationale de conseil en management, technologies et externalisation qui, en 1984, ne compte encore que 200 personnes en France (contre 5 000 aujourdâhui). Il suit la formation combinĂ©e aux mĂ©thodologies de travail et techniques informatiques sur le campus international du groupe aux Etats-Unis : « une expĂ©rience dâautant plus fascinante quâil y a 30 ans, les sĂ©jours Ă lâĂ©tranger Ă©taient exceptionnels ». Christian Nibourel consacre le premier tronçon de son parcours au secteur de la finance et enchaĂźne les virages â transformation et industrialisation de grandes banques et sociĂ©tĂ©s d'assurance françaises et europĂ©ennes â. 64
Il devient associĂ© en 1995 et en 2007, est nommĂ© prĂ©sident d'Accenture France et responsable de la rĂ©gion France-Benelux. ParticuliĂšrement sensible Ă lâinnovation, il fait la trace d'un programme consacrĂ© Ă ââla banque du futurââ, dĂ©veloppĂ© au sein du laboratoire technologique d'Accenture Ă Sophia Antipolis et prĂ©pare la 8e Ă©dition de la ââChaĂźne de lâinnovationââ. Ce dispositif rassemblera durant 4 mois Ă©tudiants et universitaires sur une problĂ©matique de clients, pour dĂ©boucher en aval sur un modĂšle Ă©conomique et un prototype technique. Cette trajectoire remarquable sâest bĂątie sur lâengagement, la rigueur et la fidĂ©litĂ© aux trois pistes du leadership et de la performance selon Accenture : crĂ©ation de valeur pour le client ou lâentreprise, dĂ©veloppement des affaires et dĂ©veloppement des hommes. « Les processus et mĂ©thodologies sont des squelettes qui ne peuvent sâincarner que dans la qualitĂ© du management. » Pour cela, Christian Nibourel perpĂ©tue la tradition du mentor, celui qui Ă©coute, fait grandir les autres dans le respect de leur diversitĂ© et se sent responsable de leur Ă©volution : « mon mentor mâa formĂ© Ă la rigueur, Ă lâagilitĂ© et Ă la dĂ©marche client, je lui dois beaucoup ». ConsidĂ©rant quâun chef dâentreprise ne peut rester isolĂ©, ni de ses Ă©quipes, ni de son environnement, Christian Nibourel voit plus loin que ses spatules : il sâimplique avec conviction au sein dâorganisations professionnelles (prĂ©sident du GPS â Groupement des Professions de Services â, prĂ©sident du CollĂšge des entreprises de services du numĂ©rique de Syntec numĂ©rique, membre du comitĂ© exĂ©cutif du Medef) et dâĂ©tablissements de lâenseignement supĂ©rieur (prĂ©sident du conseil dâadministration de lâINSA de Lyon). Il ne dĂ©chausse jamais, et encore moins sur les pistes de ski quâil affectionne.
« Les entreprises ont pris conscience de leur interdĂ©pendance avec lâĂ©cosystĂšme financier, Ă©conomique, environnemental, social. En tant que dirigeant, jâessaie de nourrir cette vision globale et de maĂźtriser mieux les externalitĂ©s positives et nĂ©gatives de nos activitĂ©s. Cela passe par la mise en place de programmes cohĂ©rents qui agissent sur lâĂ©cosystĂšme, en particulier lâĂ©cosystĂšme social. »
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ENTREPRENEURS FOREVER
He runs a profit centre within the biggest consulting group in the world
CHRISTIAN NIBOUREL
MBA 1982
CEO ACCENTURE FRANCE Every day, from 7h30 to 9h00, Christian Nibourel keeps the door open for his (early morning) team members who want to discuss things with him. « I want my team to help me keep in touch. » The risk is limited for the co-author of Social Imprints, a collective work published by Odile Jacob in 2011, which underlines the absolute necessity for companies to fight the 3 Câs: Compartmentalisation, Conformity, and Cloning. A graduate of the INSA Engineering School in Lyon (Civil Engineering) and with an MBA from EMLYON, in 1982 Christian Nibourel was impatient to get started, and climb the slope. He sharpened his edges for two years with a European distributor of materials for industry and building and public works.
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« Companies have become aware of their interdependence with the financial, economic, environmental, and social ecosystem. As Manager, I try to develop this global vision and to better harness the positive and negative externalities of our activities, by implementing coherent programmes which act upon that ecosystem, and in particular on a social level. »
After a discovery course where he slalomed from preparing orders to sales units, he took over a customer sector. « It was a tremendous learning experience; when you find yourself all alone, you have to learn as you go along about the technical side of products and about the humility of selling. » He took the initiative of sending a free-style discovery report to Head Office⊠which got him promoted to the organisation service. He preferred to ski full throttle to Accenture, an international consultancy in management, technology and out-sourcing, who, in 1984, had only 200 employees in France (as opposed to 5,000 today). He followed training in work methodology and IT at the groupâs international campus in America: « That was a fascinating experience, made even more so by the fact that 30 years ago, stays abroad like that were the exception ». Christian Nibourel devoted the first section of his career to the finance market, and linked turn after turn: transformation and industrialisation of major French and European banks and insurance companies, becoming a partner in
1995, and in 2007 being appointed CEO of Accenture France, and Head of the FranceBenelux region. He is particularly attentive to innovation, and designed a programme devoted to ââthe bank of the future", developed in the Accenture technological laboratory in Sophia Antipolis, in the South of France, and is preparing the 8th edition of the Innovation Chain. In this project, students and academics work together for 4 months on a specific customer issue, to produce an economic model and a technical prototype. This remarkable trajectory is based on commitment, thoroughness and loyalty in relation to the three axes of Accenture leadership and performance: value creation, business operation, people development. « Processes and methodologies are frameworks which can only become reality through quality management. » To that effect, Christian Nibourel has respected the tradition of mentoring, with the mentor being the person who listens, and helps mentees to grow whilst respecting their diversity, and who is responsible for their development: « My mentor trained me in rigour, agility and taught me to have a customer approach; I owe a lot to him ». Considering that the Head of a company cannot remain isolated from his teams, or his environment, Christian Nibourel is constantly looking farther than the tip of his skis: he is seriously committed to professional organisations (Chairman of the GPS â Group of Service Professions â; Chairman of the Digital Service Company group in the Syntec â French Group of Service Professions â ; Board Member of the Medef â French Employersâ Union â) and higher educational establishments (Chairman of the Board at INSA Lyon Engineering School). He never takes off his boots, especially when he is on the ski-slopes he loves.
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ENTREPRENEURS FOREVER
Son titre olympique a fait de lui une marque
Programme Grande Ecole 2002
GWENDAL PEIZERAT CONSEILLER RĂGIONAL RHĂNE-ALPES ET COFONDATEUR DE SOLEUS Est-il objectif quand il affirme quâEMLYON a contribuĂ© Ă sa rĂ©ussite sportive, quand on sait lâathlĂšte complet, brillant et rĂ©solu quâest Gwendal Peizerat ? Toujours est-il que lâĂcole a effectivement amĂ©nagĂ© sa scolaritĂ© â sans concession sur les contenus mais souple sur le calendrier â pour que le danseur sur glace puisse ĂȘtre totalement disponible pour ses grands rendezvous : il sera diplĂŽmĂ© juste aprĂšs sa mĂ©daille dâor de Salt Lake city. Il a 4 ans quand son pĂšre professeur dâĂ©ducation physique le pose sur des patins. Il traverse sa scolaritĂ© Ă grandes enjambĂ©es, enchaĂźnant un bac scientifique avec mention et un DEUG de chimie des matĂ©riaux. Vice-champion du monde junior en 1991, il poursuit, un peu en diagonale, un master STAPS (Sciences et Techniques des ActivitĂ©s Physiques et Sportives). Un professeur dâEMLYON enseigne en STAPS, un cours de marketing qui le convainc de tenter le flip de lâadmission parallĂšle. Il sâĂ©chauffe pour les prochains JO et voit dans EMLYON une bonne combinaison pour prĂ©parer son futur retournement professionnel. Premier temps de la valse aux JO 1998, quand toute lâĂcole sâinterrompt pour le regarder patiner et monter sur la troisiĂšme marche du podium. Si Gwendal Peizerat fait parfois le grand Ă©cart entre ses obligations scolaires et sportives, il Ă©tablit aussi des analogies : avec Marina Anissina, il forme une marque Ă©vocatrice de passion et de flamboyance. DĂšs lors, il sâagit dâentretenir cette image, par lâapparence (boucles blondes, cheveux roux et regards ardents) et la qualitĂ© des prestations. « Je devais crĂ©er au moins deux collections par an, en respectant le cahier des charges des distributeurs que sont les juges et en sĂ©duisant lâacheteur final quâest le public. » 68
La stratĂ©gie est efficace, puisquâen 2000, Ă Fortuna, Gwendal Peizerat dĂ©croche le titre de champion du monde sur les envolĂ©es puissantes de Carmina Burana. A quelques pas chassĂ©s sâannoncent les prochains JO. Il transpose ses cours au management de lâĂ©quipe qui lâentoure (partenaire, entraĂźneur, chorĂ©grapheâŠ) : neuf personnes, six Ă sept nationalitĂ©s, sensibilitĂ©s Ă fleur de justaucorps. « Tous les sportifs de haut niveau le savent, on gagne pour ce que lâon a fait avant. » Il devient donc champion olympique en 2002, sur ââLibertaââ, air annonciateur de sa prochaine Ă©chappĂ©e. Il sâimpose un programme libre : ni axel, ni arabesque, mais une participation Ă Fort-Boyard, un sommet de 7 500 m Ă ski, un raid en Harley Davidson en Tunisie et⊠le dĂ©marrage de Soleus, entreprise spĂ©cialisĂ©e dans le contrĂŽle et la mise en conformitĂ© des Ă©quipements sportifs, dont il est associĂ© et gĂ©rant. De rachats en diversification, Soleus devient le groupe ISCE (30 personnes, ⏠2,5 millions), qui accompagne collectivitĂ©s locales et entreprises privĂ©es sur la sĂ©curitĂ© et lâaccessibilitĂ© de leurs installations. Sâil a tirĂ© sa rĂ©vĂ©rence Ă la compĂ©tition, Gwendal Peizerat nâa rien perdu de son impulsion : galas jusquâen 2008, candidature dâAnnecy aux JO 2018, conseiller rĂ©gional RhĂŽne-Alpes dĂ©lĂ©guĂ© aux sports depuis 2010, confĂ©rences en entreprise, et en prĂ©paration, la production dâun spectacle qui rĂ©unira patinage, danse et cirque pour raconter lâhistoire de la soie⊠La passion de la vie est sa marque personnelle. « Quoi quâon fasse, peu importe le plaisir, la douleur, un jour ou lâautre, ça finit toujours par ĂȘtre derriĂšre soi. Les expĂ©riences ne doivent pas prendre le pas sur ce que lâon devient. ».
« AprĂšs quâil a Ă©tĂ© sacrĂ© champion du monde, jâai demandĂ© au karateka lyonnais Thierry Masci ce que ça lui avait fait dâĂȘtre le meilleur du monde. Il mâa rĂ©pondu : âchampion du monde, ça ne veut pas dire que je suis le meilleur du monde, ça veut dire que jâai battu mes adversaires ce jour-lĂ â. Cela aide Ă parler de la rĂ©ussite. »
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ENTREPRENEURS FOREVER
His Olympic medal has made him into a brand
MSc in Management 2002
GWENDAL PEIZERAT REGIONAL COUNCILLOR FOR THE RHĂNE-ALP AREA AND CO-FOUNDER OF SOLEUS
« After he had become world champion, I asked the Lyonnais karateka Thierry Masci what he had felt, when becoming the best in the world. He answered: âBeing world champion doesnât mean Iâm the best in the world, it just means that I beat my adversaries that particular dayâ. It helps to remember that, when youâre talking about success. » 70
Is he really being objective when he says that EMLYON played a key role in his sporting success, considering how complete, brilliant, and resolute an athlete Gwendal Peizerat is? The fact remains that when he was a student there, EMLYON organised a special timetable for him â with the same content as his classmates, but more flexible in terms of the calendar â so that the dancer on ice could be totally available for his big date: he got his diploma just after winning a gold medal in Salt Lake City. He was 4 when his PE teacher of a father first stuck a pair of ice-skates on his feet. He went through his school-days in giant strides, getting a scientific BaccalaurĂ©at with honours and a university diploma in Materials Chemistry. In 1991, he was world junior vice-champion, whilst continuing to study for a Master in STAPS (Sciences and Techniques of Physical and Sports Activities). There was an EMLYON teacher who also taught at STAPS, and his marketing programme convinced Gwendal Peizerat to try the flip by sitting the exam to enter EMLYON via the parallel admission system. At the same time, he was warming up for the next Olympic Games, and saw in EMLYON a good opportunity to prepare his future professional rollover. The first movement of the waltz came at the Olympics in 1998, when the whole school stopped studying to watch him skate⊠and step onto the third step of the podium. If Gwendal Peizerat often had to do the splits between his studies and his sport, he also created a few business analogies: with Marina Anissina, itâs as if they have created a brand, soul of passion and flamboyance. And that means working on brand image, (his gold locks, her red hair and their smouldering looks) as well as the quality of the product. « I needed to create at least two âcollectionsâ a year, keeping to the specifications of the âdistributorsâ â who are the judges, and delighting
the final âcustomerâ â who is the audience. » His strategy seems to work, because in 2000, Ă Fortuna, Gwendal Peizerat wins the medal of world champion dancing to the powerful leaps of lyricism of Carmina Burana. The next Olympics are just a few shuffles away. He puts his lessons about team management into practice with his own team: partner, trainer, choreographer, in all nine people, six or seven different nationalities, all with hyper-sensitive emotions ready to burst out of their leotards. « Every high-level sportsman knows that you win because of the work you put in beforehand. » And he becomes Olympic champion in 2002, dancing to âLibertaââ, an air which announced his next escapade. He set himself a free-style programme: no axel, no arabesque, but taking part in Fort-Boyard, a television game show, a ski expedition on a 7500m summit, a Harley Davidson rally in Tunisia and⊠the start-up of Soleus, a firm specialised in the control and compliance of sports equipment where he is partner and manager. Following acquisitions and diversification, Soleus becomes the ISCE group (30 staff, âŹ2,5 million), working with local government and private enterprise to improve the safety and accessibility of their sports facilities. If he has said good-bye to competition, Gwendal Peizerat has not lost the impetus: galas up until 2008, organising the application of the town of Annecy to host the 2018 Annecy Olympics, Delegate Regional Councillor for Sports for the RhĂŽne-Alp area since 2010, conferences in companies, and, in preparation, the production of a show which will use skating, dancing, and circus to relate the history of silk⊠His personal brand is passion for life. « Whatever we do, whatever the pleasure, the pain, one day or another, itâs all behind us. Experiences must not become more important than what we become. »
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ENTREPRENEURS FOREVER
Il imagine le media dâinformations internationales de demain
MICHAEL PETERS
MastÚre spécialisé en ingénierie financiÚre 1997
PRĂSIDENT DU DIRECTOIRE DâEURONEWS Lâattachement de Michael Peters pour EMLYON est directement proportionnel Ă la persĂ©vĂ©rance dont il a fait preuve pour lâintĂ©grer. A dĂ©faut de classe prĂ©paratoire, puis dâadmission parallĂšle, le jeune francoallemand suit un cursus universitaire jusquâau MSTCF (Master SpĂ©cialisĂ© en Techniques Comptables et FinanciĂšres). Il fait part de son intĂ©rĂȘt pour lâaudit Ă un associĂ© du cabinet international Arthur Andersen (repris en 2002 par Ernst and Young), qui lui fait comprendre quâil nâa aucune chance sans diplĂŽme de grande Ăcole. Il est enfin reçu Ă EMLYON en 1995, en MastĂšre spĂ©cialisĂ© en ingĂ©nierie financiĂšre. Comme il a de la suite dans les idĂ©es, il retrouve Ă lâissue de son mastĂšre la formation lyonnaise dâArthur Andersen, oĂč il fait ses gammes pendant trois ans. Il prend la mesure du mĂ©tier, interprĂšte Ă©tudes et nocturnes et se trouve progressivement affectĂ© aux ââspĂ©cialesââ, ces missions impromptues de due diligences. En 1998, un groupe de mĂ©dias anglais envisage de racheter 49% du capital dâEuronews, chaĂźne de tĂ©lĂ©vision multilingue dâinformation continue, lancĂ©e cinq ans plus tĂŽt Ă lâinitiative des chaĂźnes publiques europĂ©ennes pour contrer lâomniprĂ©sence de CNN. Lâaudit dâacquisition confiĂ© Ă Michael Peters est le prĂ©lude de quinze annĂ©es en mode majeur. La transaction rĂ©alisĂ©e, il accompagne durant six mois le duo britannique nommĂ© aux directions gĂ©nĂ©rale et financiĂšre, mais celui-ci se heurte rapidement aux spĂ©cificitĂ©s françaises. Aux prises avec de grandes difficultĂ©s, Euronews propose Ă Michael Peters le poste de responsable financier. « Jâavais le choix entre une carriĂšre bien tracĂ©e chez Arthur Andersen et un siĂšge Ă©jectable dans une entreprise au bord du dĂ©pĂŽt de bilan. » 72
AttirĂ© par le chant des mĂ©dias et de lâinternational, il renonce Ă lâaudit et dĂ©marre la longue marche du redressement. Directeur gĂ©nĂ©ral adjoint Ă lâoccasion de la recomposition du capital, qui devient 100% public, puis directeur gĂ©nĂ©ral, il Ă©crit une nouvelle partition : extension des Ă©ditions linguistiques, Ă©volution de la grille de programmes et des formats de diffusion, identitĂ© visuelle⊠LâĆuvre ainsi jouĂ©e en 13 langues par 400 journalistes de 35 nationalitĂ©s diffĂ©rentes attire une audience quotidienne de sept millions de personnes, soit le double de CNN International et cinq fois la BBC world news. La nomination de Michael Peters Ă la prĂ©sidence du directoire en dĂ©cembre 2011 annonce une accĂ©lĂ©ration du tempo : il souhaite faire dâEuronews une marque multi-canal dâinformation internationale impartiale, accessible ââon air, online, all the timeââ. Premier mouvement, Euronews lance la chaĂźne Youtube ââEuronews Knowledgeââ, dĂ©diĂ©e Ă la science et la connaissance. « Nous sommes sur un mĂ©tier soumis Ă de trĂšs fortes et trĂšs rapides transformations, oĂč il faut prendre des paris gĂ©ostratĂ©giques et technologiques. » Michael Peters parie en tout cas sur lâavenir, puisque lâentreprise sâinstallera prochainement dans un bĂątiment de 10 000 mÂČ dans le nouveau quartier dâaffaires du sud de Lyon. Et EMLYON peut miser sur la fidĂ©litĂ© de lâun de ses plus proches diplĂŽmĂ©s (quelques centaines de mĂštres) : parrain de la promotion 2013, Michael Peters reconnaĂźt que les six mois quâil a passĂ©s dans les murs de lâĂcole ont dĂ©terminĂ© sa vie. Si dans sa jeunesse, il sâimaginait DJ, il sâest consolĂ© en rĂ©alisant la compilation dâEuronews, Eurovibes. Car Michael Peters ne peut se passer de musique, des piĂšces angĂ©liques que sa fille joue au piano jusquâau swing endiablĂ© de lâinformation.
« Un dirigeant doit-il ĂȘtre gentil ou mĂ©chant, aimĂ© ou dĂ©testĂ©, coulant ou cassant ? Je dirais, peu importe, pourvu quâil puisse donner Ă lâentreprise une vraie vision, anticipatrice, originale, rĂ©aliste, Ă©tayĂ©e. Je me prĂ©occupe davantage de ma crĂ©dibilitĂ©, câest-Ă -dire de la pertinence des dĂ©cisions dĂ©montrĂ©e par les rĂ©sultats, que de ma popularitĂ©. » 73
ENTREPRENEURS FOREVER
He imagines tomorrowâs media for international news
MICHAEL PETERS
Advanced Master in Financial Engineering 1997
CEO EURONEWS CHANNEL Michael Petersâ attachment to EMLYON is in direct proportion to the perseverance that he demonstrated in order to gain entrance as a student there. No preparatory classes for him, nor parallel admission; the young Franco-German studied at university to MSTCF level (Specialised Master in Accounting and Financial Techniques). He mentioned his interest in auditing to a partner of the international auditing Arthur Andersen firm (bought by Ernst and Young in 2002), who told him quite clearly âno chance without a diploma from a Grande Ecoleâ. He finally gained entrance to EMLYON in 1995, in the Advanced Master programme in Financial Engineering. With characteristic single-mindedness, once graduated he went back to the Lyon office of Arthur Andersen, where he practiced his scales for three years. He took the measure of the profession, played Ă©tudes and nocturnes, and found himself increasingly designated to work on ââspecialsââ, impromptu assignments of due diligences.
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« Should a manager be nice or nasty, loved or detested, easy-going or abrupt? I would say it doesnât really matter, as long as he can give his company a real vision which is forward-thinking, original, realistic and solid. I am more concerned by my credibility, that is to say the pertinence of decisions as demonstrated by results, than I am by my own popularity. »
In 1998, an English media group was considering buying a 49% share of Euronews, a multilingual continuous television news channel launched five years previously by European public channels wishing to counter the omnipresent CNN. The acquisition audit assignment was entrusted to Michael Peters, and became the prelude to fifteen years in major chord. Once the transaction had been carried out, he stayed for six months to accompany the British duo appointed to General and Financial management posts, but⊠who soon came up against⊠the french professionnal usage. Faced with grave difficulties, Euronews offered Michael Peters the job of Financial Manager. « I had the choice of a clear career path with Arthur Andersen or else an ejector seat in a company on the verge of bankruptcy. »
Attracted by the song of the media and by the international aspect of the job, he gave up auditing and began the long march towards economic recovery. He was Deputy General Manager during capital reorganisation, when the company went 100% public, then as General Manager, when he wrote a new musical score: extended the different language editions, the programme schedule, different broadcasting formats, visual identity⊠The creation would thus be performed in 13 languages by 400 journalists of 35 different nationalities, for a daily audience of over seven million: that is, twice that of CNN International and five times more than the BBC World News. The appointment of Michael Peters as Chairman of the Board in December 2011 heralded a quicker tempo: he wishes to make Euronews a multi-channel impartial international news brand, âon air, online, all the timeââ. First movement: Euronews launches âEuronews Knowledgeââ on Youtube, dedicated to science and knowledge. « We are in a profession which is undergoing strong and very rapid transformations, where you have to take geo-strategical and technological wagers. » In all events, Michael Peters is betting on the future, since Euronews is just about to move into a 10,000 mÂČ building in the new business district in the south of Lyon. And EMLYON can bank on the loyalty of one of its closest graduates (he works a few hundred meters away): sponsor of the class of 2013, Michael Peters recognizes that the six months he spent within the school walls played a key role in determining the rest of his life. Even if, as a teenager, he imagined himself as a DJ, he can take consolation from his Euronews compilation, Eurovibes. Michael Peters canât do without music, from the angelic notes played by his daughter on the piano, to the furiously fast-paced swing of news.
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ENTREPRENEURS FOREVER
Il rapproche lâart du management et le management de lâart
MICHEL RIERA
Programme Grande Ecole 1965
ASSOCIĂ DE TRAJECTIS A lâĂąge des bilans, Michel Riera est heureux. Il a pu diriger des entreprises dans la fidĂ©litĂ© Ă ses valeurs : lâĂ©conomie au service de lâHomme, la responsabilitĂ©, la transmission. Sa jeunesse le prĂ©pare Ă ses futurs engagements : il doit Ă lâĂ©ducation exigeante mais confiante de sa mĂšre, son ego serein, au scoutisme, lâexpĂ©rience du management, et Ă ses lectures, le goĂ»t pour la diplomatie. Il se forme Ă lâĂcole SupĂ©rieure de Commerce de Lyon (future EMLYON), oĂč il partage quelques mĂȘlĂ©es avec lâĂ©quipe de rugby : doux et humble de cĆur, pas pied-tendre pour autant. A sa sortie en 1965 et aprĂšs un an de service militaire, cet amateur dâart Ă©clairĂ© aura comme Picasso deux grandes pĂ©riodes. Il exerce dâabord son coup de patte au sein de la filiale française du plus gros producteur europĂ©en dâaluminium. Dans cette entreprise Ă forte culture production, il profile le service marketing. Il y passe sept annĂ©es enluminĂ©es, encouragĂ© par un directeur gĂ©nĂ©ral charismatique. « Il est le phare qui a guidĂ© ma vie professionnelle, jâai appris beaucoup de lui sur la gestion sociale et les subtilitĂ©s de gouvernance. » Il retouche lâoffre de produits pour lâorienter sur des marchĂ©s porteurs et au dĂ©part de son mentor, quitte lâaluminium pour les produits de grande consommation. Un an Ă diriger une filiale de groupe international lui suffit pour comprendre que son avenir est dans la PME, « pour la dimension humaine et le pouvoir dâagir ». Nouvelle perspective en 1973, au sein de la sociĂ©tĂ© Gonnet. Cette entreprise familiale crĂ©Ă©e en 1907 fabrique diffĂ©rents produits dâentretien, dont des teintures textiles Ă la marque IdĂ©al. Avec 165 personnes, elle apparaĂźt minimaliste sur un marchĂ© en pleine
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explosion dominĂ© par des gĂ©ants internationaux. Adjoint du PrĂ©sident peu prĂ©sent dans lâentreprise, Michel Riera a les mains libres et une toile presque vierge sur son chevalet. Les produits lâinspirent, il Ă©bauche trĂšs vite une idĂ©e simple : dans ces annĂ©es 70 trĂšs ââtie and dyeâ, il dĂ©cide de forcer le trait de la diffĂ©rence, avec les produits textiles. Il entreprend une Ćuvre de 33 ans divisĂ©e en trois temps, comme trois faces du mĂȘme triptyque. Michel Riera dessine sur les premiĂšres annĂ©es une nouvelle organisation. « Jâai dĂ» me dĂ©faire de ceux qui entravaient le projet. CâĂ©tait difficile, mais on devient coupeur de tĂȘtes quand il faut les couper. » En 1981, lâinstallation de lâentreprise dans un bĂątiment neuf prĂ©figure un nouveau modĂšle, orientĂ© vers les grandes surfaces spĂ©cialisĂ©es et lâinternational, sous la dĂ©nomination IdĂ©al. Suivent 20 ans de dĂ©veloppement oĂč Michel Riera utilise toute la palette de lâinnovation sociale, jusquâĂ organiser des expositions dâart contemporain au beau milieu de lâusine. « Jâai eu envie de partager des Ă©motions et de dĂ©velopper la curiositĂ©, en accueillant la culture dans lâentreprise.» Il met la derniĂšre touche en 2003, en engageant un plan de modernisation marketing et technologique, avant de sâeffacer en 2005, aprĂšs avoir pris soin de recruter son successeur. DerriĂšre cette apparente continuitĂ©, deux changements dâactionnaires pourtant. Chaque fois, Michel Riera sâest chargĂ© de chercher un repreneur, a obtenu de lui des engagements et a su recrĂ©er la confiance. Aujourdâhui, il partage son temps entre une activitĂ© de conseil au sein de la sociĂ©tĂ© Trajectis et lâassociation UrbâArt qui soutient des artistes, pratiquant avec une foi qui ne pĂąlit pas lâart de lâengagement.
« La confiance, câest magique. La diffĂ©rence est Ă©norme entre les entreprises oĂč cette confiance existe et les autres. Je suis parfois ahuri par la difficultĂ© de dĂ©lĂ©gation dâun cĂŽtĂ© et la difficultĂ© dâassumer les responsabilitĂ©s de lâautre. Alors que si vous dĂ©clarez votre confiance, les gens font tout pour la mĂ©riter. » 77
ENTREPRENEURS FOREVER
He brings together the art of management and management of art
MICHEL RIERA
MSc in Management 1965
PARTNER TRAJECTIS At an age when you take stock of your life, Michel Riera is happy. He has been able to manage a company whist staying true to his values, which are: the economy at the service of Man, responsibility, and transmission. His young years prepared him for his future commitments: to his Motherâs strict but trusting educationž he owes his serene ego; to scouting, his experience of management; and to his reading, his taste for diplomacy. He studied at the Lyon School of Commerce (future EMLYON), where he shared a few scrums with the rugby club: gently and modesthearted, but never a tenderfoot. After graduation in 1965 and after a year of military service, this enlightened connoisseur of art had two main periods â like Picasso.
« Trust is magic. There is a tremendous difference between companies where there is a high degree of trust, and⊠the others. I am often amazed by how difficult it is to delegate, on the one hand, and how difficult it is to take on responsibility, on the other. Whereas, if you express your trust, people will do everything they can to be worthy of it. » 78
He first practiced his artistic touch in the French subsidiary of the biggest European producer of aluminium. In this firm with its strong production culture, he painted the profile of the marketing service. He stayed for seven years, illuminated, encouraged by a charismatic General Manager. « He was the lighthouse that guided my professional life, I learnt a lot from him about social management and the subtleties of governance. » He redesigned the product range to target buoyant markets, and when his mentor left the company, he also departed from the world of aluminium to discover that of consumer goods. A year managing the subsidiary of an international group was enough for him to understand that his future was with SMIâs, « for their human dimension, and the elbow-room ». New horizons arrived in 1973, at the firm of Gonnet. This family-owned company founded in 1907 manufactures different cleaning products, including textile dyes under the brand name IdĂ©al. With a staff of 165, it seemed like minimalist style in this rapidly expanding market dominated by international giants.
With the CEO being seldom present in the company, as Deputy CEO Michel Riera had a free hand with an almost empty canvas on his easel. He was inspired by the products, and rapidly sketched out a simple idea: in the ââtie and dyeâ years of the 70âs, he decided to underline the style of being different, with textile products. He was beginning a work of art lasting 33 years, divided into three periods, like three sides of the same triptych. For the first few years Michel Riera set up a new organisation. « I had to sever our engagement with people who were hampering the project. It was difficult, but you have to learn to wield the guillotine when guillotining is needed. » In 1981, the company moved into a new building, the sign of a new model, oriented towards specialised department stores and international activity, under the brand name IdĂ©al. After that came his development period, 20 years during which Michel Riera wielded his brush with the whole palette of social innovation, even organising exhibitions of contemporary art in the middle of the plant. « I felt the need to share emotions and develop peopleâs curiosity, by bringing culture into the company. » He put the last few touches in 2003, when he implemented a technological and marketing upgrade, before stepping down in 2005 â but not before he had recruited his successor. Behind this apparent continuity were nonetheless two changes in shareholders. But each time, Michel Riera took care of the job of finding a new buyer, gaining commitment, and rebuilding trust. Today, he shares his time between consulting for Trajectis, and UrbâArt association which supports artists, with a never-fading degree of faith in the art of commitment. 79
ENTREPRENEURS FOREVER
Elle vit et prie au cĆur du monde, Ă l'Abbaye du Mont-Saint-Michel
ANNE THIVOLLE
Programme Grande Ecole 1982
SĆUR NATHANAĂL, FRATERNITĂS MONASTIQUES DE JĂRUSALEM Anne Thivolle, dans la vie monastique depuis 25 ans, nous montre que tout est possible aprĂšs EMLYON : « Je ne renie pas mon parcours, qui nourrit mon humanitĂ© et ma maniĂšre d'ĂȘtre, de raisonner, de communiquer ». Admise Ă EMLYON aprĂšs deux annĂ©es de sciences Ă©conomiques, elle obtient un MBA en finance et affaires internationales Ă New-York. Elle s'engage dans la vie professionnelle en envisageant logiquement une carriĂšre financiĂšre Ă l'international. Cambiste en herbe au sein de la Lloyd's Bank, puis briĂšvement adjointe en trĂ©sorerie chez DMC (filature), elle cherche sa voie. Elle la trouve dans la filiĂšre cacao comme adjointe du directeur des achats de Cacao Barry (groupe Sucres et DenrĂ©es) et s'accommode durant cinq ans â le temps de rembourser son prĂȘt Ă©tudiant â du mĂ©tier de trader, de sa technicitĂ© et de sa part raisonnable de spĂ©culation. Il fait bon ĂȘtre jeune cadre Ă Paris en ces annĂ©es 80 oĂč la mode du brunch concurrence la messe dominicale... Mais son besoin de sens Ă©merge lors d'un voyage humanitaire en Pologne, en octobre 1986 : « en voyant ces gens en grand dĂ©nuement et pourtant d'une gĂ©nĂ©reuse hospitalitĂ©, Ă genoux dans la neige au parvis dâĂ©glises combles, j'ai profondĂ©ment dĂ©sirĂ© reprendre une vraie vie de foi et de priĂšre ». En janvier 1987, aprĂšs ses courses au centre de Paris, elle entre Ă lâĂ©glise Saint-Gervais, situĂ©e Ă quelques volĂ©es de cloches des grands magasins. FidĂšles, moines et moniales revĂȘtus de blanc, tous se recueillent en silence. Sonne l'heure des vĂȘpres, la lumiĂšre s'allume dans le chĆur, accompagnĂ©e de l'office Ă quatre voix : « devant toute cette BeautĂ©, j'ai ressenti l'appel de Dieu ». L'Ă©glise Saint-Gervais hĂ©berge deux fraternitĂ©s de moines et de moniales, fondĂ©es douze ans plus tĂŽt par le 80
PĂšre Pierre-Marie Delfieux. Son intuition ? â Rassembler des âmoines pour l'an 2000â et rapprocher la vie monastique des citadins. « Un fonceur humble, mais d'une " dĂ©termination dĂ©terminĂ©eââ, comme dirait Sainte ThĂ©rĂšse d'Avila. Son projet innovant, nĂ©anmoins fidĂšle Ă la tradition monastique, m'a immĂ©diatement enthousiasmĂ©e ! » Anne Thivolle chemine durant plusieurs mois, part en pĂšlerinage en Terre Sainte et entre en communautĂ© en octobre 1988. Suivent 25 annĂ©es de priĂšre, d'accueil et de travail, Ă Paris, Ă la Basilique de VĂ©zelay durant 15 ans, puis Ă l'Abbaye du Mont-Saint-Michel depuis 2008. A VĂ©zelay, sĆur NathanaĂ«l coordonne lâactivitĂ© commerciale du magasin de produits monastiques. Au Mont, elle gĂšre l'accueil des groupes de visiteurs ou pĂšlerins venus participer aux offices. « En ce lieu oĂč il y a beaucoup de passage, l'Ă©quilibre est souvent dĂ©licat entre prĂ©sence au monde et retrait du monde. » Des laudes au grand silence du soir, du temps de "dĂ©sert" du lundi â oĂč parfois elle part faire du VTT sur les chemins battus par les vents â jusqu'Ă la messe du dimanche, elle vit en âcoopĂ©rateur de Dieuâ. « C'est important de tĂ©moigner, que nos visiteurs comprennent que les moines ne font pas forcĂ©ment du fromage, que la liturgie n'est pas une bande sonore, que lâon peut vivre de la Paix et de la Joie de Dieu. » Dans ce lieu saisissant mais austĂšre, sĆur NathanaĂ«l ne cesse de sâĂ©merveiller... Elle prie pour que les FraternitĂ©s de JĂ©rusalem poursuivent l'Ćuvre de leur fondateur, au service de l'Ăglise et des hommes et des femmes de notre temps... Elle prie aussi pour que les entrepreneurs choisissent de mettre l'acte d'entreprendre au service de l'Ă©cologie humaine.
« Ce qui vaut vraiment est ce qui a un poids d'amour et de don. La charitĂ© recouvre de multiples facettes : humilitĂ©, esprit de service, sens du partage et de la solidaritĂ©, compassion, respect absolu des personnes, accueil des diffĂ©rences comme un enrichissement mutuel, douceur et maĂźtrise de soi, bienveillance et confiance, patience et pardon, inventivitĂ© et audace... Tout ceci dans un souci de sobriĂ©tĂ©, de droiture, de puretĂ© de vie et dâauthenticitĂ©. »
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ENTREPRENEURS FOREVER
She lives and prays in the heart of the world, in the Abbey of Mont-Saint-Michel
ANNE THIVOLLE
MSc in Management 1982
SISTER NATHANAEL, MONASTIC FRATERNITIES OF JERUSALEM Anne Thivolle, who has been living a monastic life for the past 25 years, shows us that anything is possible after EMLYON: « I by no means disown my studies, which have contributed to my humanity, and to my way of being, thinking and communicating ». She gained entrance to EMLYON after two years of studying Economics, and obtained an MBA in Finance and International Affairs in New York. So logically, she imagined starting her career in international finance. As a beginner foreign exchange trader for Lloyd's Bank, then, for a short time, Assistant Treasurer for DMC (spinning), she was seeking her path, and found it in the cocoa industry as Assistant Purchasing for Barry cocoa (Sucres et DenrĂ©es group), and for five years â the time it took to pay back her student loan â made the best of the job of trader, its technical aspects, and a reasonable amount of speculation.
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« What is truly worthwhile is that which has the weight of love and of giving. Charity includes many things: humility, sense of service, sense of sharing, solidarity, compassion, absolute respect for others, acceptance of differences as a mutual enrichment, gentleness, and self-control, benevolence and trust, patience and pardon, inventiveness and audacity⊠All this whilst respecting sobriety, righteousness, purity of life and authenticity. »
It was not such a bad time to be a young manager in Paris in the 80âs, when it was more fashionable to go for brunch than to the Sunday service⊠But her need for meaning surfaced during a humanitarian trip to Poland in October 1986: « When I saw those people so destitute, with such a strong sense of hospitality, kneeling in the snow in front of the churches with full congregations, I had a strong desire to begin a real life of faith and prayer ». In January 1987, after finishing a few errands in the centre of Paris, she went into the Church of Saint-Gervais, situated a few ringing bells away from the department stores. The congregation, monks and nuns dressed in white, were all praying in silence. When the vespers were rung, the light went on in the choir, accompanied by the service conducted by four voices: « Faced with all that beauty, I felt the call from God ».
The Church of Saint-Gervais is home to two fraternities of monks and nuns, founded twelve years before by Father Pierre-Marie Delfieux. His intuition? â To create an order of "monks for the year 2000ââ, and to bring monastic life closer to city dwellers. « He was humble but with tremendous drive; with a ââdetermined determinationââ as Saint Theresa of Avila used to say. I was immediately enthusiastic about his innovative project, which is true to monastic tradition! » Anne Thivolle advances for several months, leaves on a pilgrimage to the Holy Land, and enters orders in October 1988. The next 25 years are ones of prayer, welcoming, and work, in Paris, at the Basilica of VĂ©zelay for 15 years, then at the Mont-Saint-Michel Abbey since 2008. At VĂ©zelay, Sister Nathanael ran sales for the monastic products shop. At Mont-Saint-Michel she is in charge of receiving groups of visitors or pilgrims who come to services. « In this place where there are a lot of people coming and going, it is often difficult to balance being present in the world with being retired from the world. » From morning prayer to the strict evening ââgrand silenceââ, from Monday, the âdesert dayââ â when she often goes cycling off the windy beaten track â to the Sunday service, she lives as a ââCooperator with Godââ. « Itâs important to bear testimony, so that our visitors understand that monks donât all make cheese, that our liturgy is not a sound track, and that itâs possible to live in Peace and in Godâs Joy.» In this austere, but gripping place, Sister Nathanael never ceases to wonder⊠She prays that the Jerusalem Fraternities continue their Founderâs work, at the service of the Church and of contemporary men and women⊠She also prays that entrepreneurs choose to place entrepreneurship at the service of Human ecology. 83
ENTREPRENEURS FOREVER
Elle transforme lâexpĂ©rience client pour les boutiques des grandes marques
DELPHINE VITRY
Programme Grande Ecole 1991
PRĂSIDENTE ET COFONDATRICE DE MADNETWORK Son carnet dâadresses ressemble Ă la Fashion Week : il recĂšle les plus belles marques de la mode. Mais pas seulement. « Au-delĂ du luxe, jâaime le Retail, pour ses leviers concrets et sa part dâĂ©motion. » Delphine Vitry a inventĂ© avec MADnetwork, dit MAD, un mĂ©tier qui nâexistait pas, bien moins fou quâil nây paraĂźt, qui consiste Ă accompagner les grandes marques sur leur plus gros poste dâinvestissement, les boutiques. Comme les anneaux entrelacĂ©s de Cartier, le parcours de Delphine Vitry enchaĂźne trois sĂ©quences professionnelles. La premiĂšre lâemporte de lâautomobile (Peugeot SA) aux yaourts (Danone), deux univers en contact direct avec le consommateur. Delphine Vitry dĂ©veloppe un solide savoir-faire dans la fonction achats et la capacitĂ© Ă conduire les projets et brasser les idĂ©es dans de grosses organisations. Elle embarque en 2001 pour le malletier Louis Vuitton, premiĂšre escale dâune croisiĂšre de huit ans dans le luxe. La figure de proue du groupe LVMH crĂ©e le poste de co-directeur architecture pour ses boutiques. La feuille de route : canaliser le foisonnement crĂ©atif. « Une machine de guerre prodigieuse, le succĂšs venait presque sans effort. » Un challenge lâattend Ă lâĂ©tape suivante, comme directrice architecture et visuel merchandising pour la maison CĂ©line, en pleine transformation. Elle aborde un nouveau mĂ©tier : prĂ©senter les produits pour raconter la marque et styliser les ventes. « Câest dans ce contexte difficile et une certaine Ă©conomie de moyens que jâai le plus appris. » La proposition dâun poste Ă©quivalent chez un concurrent prestigieux sonne la fin du voyage en cabine de luxe et le dĂ©but de lâaventure insensĂ©e de MAD. 84
« Je ne concevais pas de continuer ainsi pendant 25 ans ; jâaspirais Ă lâindĂ©pendance. » Avec lâun de ses partenaires professionnels, elle partage un constat sur le mĂ©tier : dĂ©rapages en dĂ©lai et budget, manque de rigueur et de cohĂ©rence. Ensemble, ils conçoivent le chaĂźnon manquant : une approche globale qui apporterait du sens, du bon sens et des senseurs de performance â ou comment mettre le concept, la circulation des clients et le merchandising au service du bĂ©nĂ©fice commercial ? Une rĂ©union de groupe conclut que « ça ne marchera jamais car personne ne payera pour ça ». Elle prĂ©fĂšre Ă©couter son mari (diplĂŽmĂ© EMLYON, donc forcĂ©ment clairvoyant) qui la met au dĂ©fi : « tu avais dit que tu dĂ©marrerais avec un premier client ; tu ne lâas pas, alors fonce ! ». FondĂ©e en pleine crise de 2009, MAD construit en quatre ans une expertise unique, qui repose sur trois socles : le conseil (architecture, visuel merchandising, formation, audit, expĂ©rience client, outils CRM et digitauxâŠ), lâAMO (Assistance Ă MaĂźtrise dâOuvrage, grĂące Ă son rĂ©seau international de spĂ©cialistes) et MAD Talents (recrutement). Delphine Vitry reste la clef de voĂ»te commerciale : « jâaimerais transmettre Ă mes Ă©quipes la confiance absolue dans le fait dâoser ». Au vu de son portefeuille clients, elle a peut-ĂȘtre trouvĂ© le nombre dâor : Cartier, Chanel, De Beers, Jaeger-LeCoultre, La Samaritaine⊠Et pas question de plafonner, âSky is the limitâ pour celle qui dispose ses agences (25 personnes au total) et ses idĂ©es dans le monde entier (Paris, Hong-Kong et DubaĂŻâŠ). La prochaine pierre Ă lâĂ©difice ? â DĂ©passer lâintuitu personae en structurant une vraie pratique professionnelle Ă partir des compĂ©tences de MAD. Et pour Delphine Vitry : se surprendre toujours ?
«Pour que MAD et son Ă©quipe puissent grandir ensemble, je recrute sur lâenthousiasme, la bienveillance, le sens de la solidaritĂ©, et aussi sur lâhumilitĂ©, qui nâinterdit absolument pas de sauter au plafond quand arrive une bonne nouvelle. Car en vĂ©ritĂ©, que souhaiteriez-vous retenir de votre vie quand vous aurez 70 ans, sinon les jours oĂč vous avez sautĂ© au plafond ?».
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ENTREPRENEURS FOREVER
She transforms customer experience in big retail brand boutiques
DELPHINE VITRY
MSc in Management 1991
CEO AND CO-FOUNDER OF MADNETWORK Her address book looks like Fashion Week: itâs full of the most beautiful brands in fashion. But a lot more than that: « More than luxury brands, I love Retail, for concrete aspects, and its shart of emotion ». When she invented MADnetwork, (MAD for short), Delphine Vitry was also inventing a thus far non-existent profession, (and one which was a lot less mad than it might first have appeared), which consists of accompanying big brands with their biggest investment: their boutiques. Just like the intertwining rings of Cartier, Delphine Vitry has three parts in her career. The first one took her from the automotive industry (Peugeot SA) to yoghurts (Danone): two different universes both in direct contact with the consumer. Delphine Vitry developed a solid know-how in the field of purchasing and the ability to drive projects and mix ideas in big companies. In 2001 she set off for the luggage maker Louis Vuitton, the first stop in an eight year cruise in the world of luxury. This company, figurehead of LVMH, created the position of Co-Director of Architecture for its shops. On her road-map: the assignment of focusing the proliferation of creative ideas. « It was a fantastic war-machine, and success was almost effortless. » A challenge was waiting at the next step, as Director of Architecture and Visual Merchandising for the house of CĂ©line, in the process of being completely revamped. She began a new profession: presenting products to tell the story of the brand, and styling sales. « It was in this difficult context, and with limited means, that I learned the most. »
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« For MAD and its team to be able to grow together, I recruit people with enthusiasm, kindness, a sense of solidarity, and also humility â which doesnât mean they are not capable of jumping for joy when something good happens. Because, it's true... what would you want to remember about your professional life when you are 70 years old, apart from the days when you jumped for joy? »
The proposal of a similar job for a prestigious competitor announced the end of the journey in a luxury cabin, and the beginning of the crazy adventure of MAD.
« I couldnât imagine working like that for 25 years; I wanted to be independent. » With one of her professional partners, she had already noticed a constant element in the profession: timing and budgets out of control, a lack of precision and coherence. Together, they designed the missing link: a global approach which would add meaning, common sense, and KPI's â or⊠how to place the concept, customer flow, and merchandising at the service of business profit? A focus group concluded that « the idea will never work because nobody will ever pay for that service ». She preferred to listen to her husband (a graduate of EMLYON, so obviously clairvoyant) who set her up the challenge: « You said you would start when you got your first client; you havenât found one yet, so get going! ». Created in the crisis year of 2009, in four years, MAD has built up a unique expertise, based on three foundations, consulting (architecture, visual merchandising, training, audit, customer experience, CRM and digital tools), Client Project Assistance (Project Manager Assistance through its network of international specialists), and MAD Talents (recruitment). Delphine Vitry remains the commercial driving force: « I would like to transmit to my-team the absolute confidence to dare to do things. » By the look of her customer portfolio, she may just have found the Golden Ratio: Cartier, Chanel, De Beers, Jaeger-LeCoultre, La Samaritaine⊠And she has no intention of putting a cap on expansion, âthe sky is the limitâ, with agencies (25 staff) and ideas in the whole world (Paris, Hong-Kong and DubaĂŻâŠ). The next stone in the building? â Going beyond intuitu personae by structuring a real professional practice using the skills of MAD. And for Delphine Vitry: to keep on surprising herself?
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UNE BUSINESS SCHOOL EUROPĂENNE DĂDIĂE Ă LâAPPRENTISSAGE DU MANAGEMENT ENTREPRENEURIAL ET INTERNATIONAL TOUT AU LONG DE LA VIE
A EUROPEAN BUSINESS SCHOOL DEDICATED TO ENTREPRENEURIAL AND INTERNATIONAL MANAGEMENT LIFE LONG LEARNING
NOTRE AMBITION Former des Entrepreneurs pour le Monde
OUR AMBITION Educating Entrepreneurs for the World
CLASSEMENTS N°15 des business schools europĂ©ennes Financial Times, dĂ©cembre 2012 N°1 des incubateurs des Ă©coles de commerce en France - LâEntreprise, novembre 2012 N°2 en entrepreneuriat - Financial Times, septembre 2012 LâENSEIGNEMENT EMLYON Programme Grande Ecole 2 800 Ă©tudiants en formation initiale www.em-lyon.com âą 6 programmes Masters âą 12 MastĂšres SpĂ©cialisĂ©s âą 4 programmes MBA âą 2 programmes doctoraux âą 2 programmes Incubateur de crĂ©ation et reprise dâentreprise EML Executive Development 5 500 participants par an dans les programmes de formation continue www.eml-executive.com âą Advanced Management Programme (AMP) âą Programme GĂ©nĂ©ral de Management (PGM) âą Programmes certifiants âą Parcours mĂ©tiers âą 300 programmes courts (1 Ă 5 jours) âą Solutions intra-entreprise âą Solutions sur-mesure LâINCUBATEUR 3 dispositifs dâaccompagnement âą Premium â entreprises innovantes Ă fort potentiel dans 3 domaines : sciences de la vie, biotechnologies et dispositifs mĂ©dicaux ; informatique, tĂ©lĂ©com et nouvelles technologies ; Ă©nergie, environnement et Ă©co-conception âą Espoir â entreprises crĂ©Ă©es par des Ă©tudiants ou jeunes diplĂŽmĂ©s, essentiellement dans le secteur des NTIC 88
âą Entrepreneurs dans la Ville, en partenariat avec Sport dans la Ville â entreprises crĂ©Ă©es par des jeunes issus des quartiers sensibles Depuis 1984 : âą 1 100 porteurs de projets accompagnĂ©s âą 800 entreprises crĂ©Ă©es ou reprises âą 90 % de taux de survie Ă 5 ans âą 10 000 emplois directs crĂ©Ă©s LâINTERNATIONAL Un campus Europe Ă Lyon et un campus Asie Ă Shanghai âą 40 % dâĂ©tudiants non-français et 80 nationalitĂ©s âą 50 % de professeurs non-français et18 nationalitĂ©s âą 123 universitĂ©s et business schools partenaires dans 39 pays sur 5 continents âą Membre fondateur du World Entrepreneurship Forum www.world-entrepreneurship-forum.com/ LA FONDATION EMLYON âą 400 000 euros de bourses attribuĂ©es aux Ă©tudiants âą Actions de soutien Ă lâentrepreneuriat dans les quartiers sensibles Pour contribuer aux actions de la Fondation : fondation@em-lyon.com www.em-lyon.com/Fondation-EMLYON LES DIPLOMES Le rĂ©seau âą 23 000 diplĂŽmĂ©s dans 107 pays âą 40 % en rĂ©gion parisienne 30 % en rĂ©gion RhĂŽne-Alpes 20 % Ă lâinternational 10 % dans les autres rĂ©gions françaises EMLYON FOREVER au service du rĂ©seau âą 100 ateliers et confĂ©rences carriĂšres par an âą 200 Ă©vĂ©nements par an pour le dĂ©veloppement du rĂ©seau âą 80 correspondants en France et dans le monde âą Plus de 30 clubs dâaffaires et de loisirs www.emlyonforever.com
RANKING N°15 in European business schools Financial Times, December 2012 N°1 in French business school incubators LâEntreprise, November 2012 N°2 in entrepreneurship - Financial Times, September 2012
âą Entrepreneurs dans La Ville (Entrepreneurs in Town), in partnership with Sport dans la Ville (Sport in Town Association) â enterprises created by young people from sensitive districts Since 1984: âą 1,100 project developers have been supported âą 800 enterprises created or taken over âą 90 % survival rate more than 5 years âą 10,000 jobs created in direct employment
TEACHING EMLYON, MSc in Management 2,800 undergraduate students www.em-lyon.com âą 6 Masters programmes âą 2 Specialised Masters âą 4 MBA programmes MBA âą 2 Phd programmes âą 2 Incubator programmes: Starting up and Taking over a company
INTERNATIONAL A Europe Campus in Lyon and an Asia campus in Shanghai âą 40 % non-French students - 80 nationalities âą 50 % non-French professors - 18 nationalities âą 123 partner universities and business schools in 39 countries in 5 continents âą Founder Member of the World Entrepreneurship Forum www.world-entrepreneurship-forum.com/
EML Executive Development 5,500 participants per year in Continuing Education programmes www.eml-executive.com âą Advanced Management Programme (AMP) âą General Management Programme (PGM) âą Diploma courses âą Professional training âą 300 short programmes (1 to 5 days) âą In-Company training solutions âą Tailor-made training courses
EMLYON FOUNDATION âą 400,000 euros in grants for students âą Funding for entrepreneurship in sensitive districts To donate to the Foundationâs programmes: fondation@em-lyon.com www.em-lyon.com/Fondation-EMLYON
THE INCUBATOR 3 types of support programmes âą Premium â innovative high-potential companies in three fields of life sciences; biotechnologies and medical devices; IT, telecoms and new technologies; energy, environment and eco-design âą Espoir (Hope) â enterprises created by students or young graduates, mainly in the field of NITCâs
GRADUATES Le réseau ⹠23,000 graduates in 107 countries ⹠40 % in the Paris region 30 % in the RhÎne-Alp region 20 % abroad 10 % in other regions of France EMLYON FOREVER at the service of the network ⹠100 career workshops and conferences per year ⹠200 network events per year ⹠80 correspondents in France and abroad ⹠Over 30 business and leisure clubs www.emlyonforever.com 89
ENTREPRENEURS FOREVER
Remerciements Acknowledgements Jâai accueilli comme une joie et une chance que me soit confiĂ©e cette collection de portraits ENTREPRENEURS FOREVER. Ce projet mâoffre lâopportunitĂ© dâexprimer mon attachement Ă lâĂcole, ma fiertĂ© dâappartenir au rĂ©seau de ses diplĂŽmĂ©s et mon enthousiasme pour les diffĂ©rentes facettes de lâentrepreneuriat. Ces 20 premiĂšres rencontres ont Ă©tĂ© formidablement riches et stimulantes. Si chaque parcours est unique, ensemble, ils dĂ©gagent des lignes de force communes : lâenvie de suivre sa propre voie, lâaction rĂ©vĂ©latrice dâEMLYON, la part de chance et dâintuition, le courage, la dĂ©termination, lâagilitĂ© et le bonheur de construire Ă plusieurs le monde de demain.
For me it was a joy and an opportunity to be entrusted with this collection of portraits ENTREPRENEURS FOREVER. This project offers me the chance to express my attachment to the School, my pride in belonging to the graduate network, and my enthusiasm for the different facets of entrepreneurship. These first 20 meetings were incredibly rich and stimulating. If every career is unique, together they all display common key points: the desire to follow oneâs own path, the guiding role of EMLYON, a share of luck and intuition, determination, courage, agility, and the joy of creating â with others â the world of tomorrow.
Jâexprime ici toute ma gratitude Ă ceux qui ont ĆuvrĂ© collectivement pour que ce livre existe, jusquâĂ mettre quand nĂ©cessaire leurs prioritĂ©s personnelles au second plan : âą Toute lâĂ©quipe EMLYON FOREVER, en particulier Nicolas Job et Christine Laurent, qui mâont accordĂ© leur confiance et nourrie de leur propre vision âą Les 20 diplĂŽmĂ©s qui mâont confiĂ© leur histoire et leur philosophie de lâaction âą Et tous les autres enthousiastes contributeurs âą Pierre Orssaud, agence Le Team, pour la direction artistique âą Carol Bausor, sociĂ©tĂ© ILTC, pour la traduction anglaise âą Imprimerie 106 âą CrĂ©dits photographiques : Dominique VallĂšs (pour Olivier Brourhant) et Emmanuel Braune (pour Axelle Davezac)
I would like to express my gratitude to all those who have worked together so that this book could come into existence; some of whom put their personal priorities to one side in order to do so⊠⹠The EMLYON FOREVER team, and in particular Nicolas Job and Christine Laurent, who gave me their confidence and helped me by sharing their wonderful vision ⹠The 20 graduates who confided their story and their philosophy of action ⹠and all the other enthusiastic contributors ⹠Pierre Orssaud, Le Team agency, for the art-work ⹠Carol Bausor, ILTC, for the English translation ⹠Imprimerie 106 ⹠Photo credits: Dominique VallÚs (for Olivier Brourhant) and Emmanuel Braune (for Axelle Davezac)
A eux tous, un grand merci. A ceux qui liront ce livre, je leur souhaite dâĂ©prouver autant de plaisir Ă le parcourir que nous en avons eu Ă le faire naĂźtre. Quâils y trouvent des raisons dâoser et de contribuer aux projets dâEMLYON FOREVER et de lâĂcole.
A big thank-you to you all. To all those who read this book, I wish them as much pleasure in reading it as we had in creating it. I hope that they will find reasons to dare and to contribute to EMLYON FOREVER and EMLYON projects.
MBA 1985
CORINNE LAPRAS Membre Ă vie dâEMLYON FOREVER Fondatrice de CorpoĂ©
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MBA 1985
CORINNE LAPRAS Life member EMLYON FOREVER Founder of Corpoé
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