Publications

A 2026 sector analysis puts a figure on it: +10.5 points of performance, and a first French cohort that edges past the German Mittelstand. France legislated a framework unmatched in Europe seven years ahead of its neighbors—the PACTE Act of 2019. Six years on, more than 2,000 mission-led companies and around 612 certified B Corps make up one of the most committed SME and mid-market bases on the continent. And yet that same base had, until now, lagged on performance. A sector

This is the question executives ask me, almost word for word, at the end of every engagement. The product delivers on its promise. Clients are happy—and they say so. And yet, growth flattens. In the previous issue, I promised you an answer. Here it is—and it has less to do with what the market sees than with what is, or isn’t, happening inside the company itself. What does happen? Let’s start by ruling out the wrong leads, because that’s where most executives lose six months.

Economic Media, GTM Nexus 360 article publication Last week, Challenges published an interview where I laid out the GTM NEXUS 360® approach on the show Au cœur de l'éco. Press format being what it is, some ideas were condensed. There's one I want to develop here, because it sits at the heart of what this newsletter has been defending from day one: Perception is no longer a topic for communications teams. It has become a strategic pilot metric. The sentence worth unpacking In

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Impacts sur la croissance Introduction The mechanisms that trigger stakeholder support behaviors toward a company constitute a complex set of psychological, cognitive, and emotional processes that are directly linked to organizational reputation. This in-depth analysis explores the specific triggers, their sectoral variances and their manifestations among disruptive new entrants in France, drawing on concrete examples of alternative companies and revealing counter-examples. 1

Enjeu de management majeur : l'alignement du management The concept of alignment within SMEs/mid-sized companies and the resulting managerial challenges (#3/3) "The Operational Teams" The operational teams: Bringing the vision down to the ground, to embody it. Introduction A vision can be clear at the top and properly communicated by managers… And yet, to fail where everything is truly at stake : In the daily behaviors, decisions, and interactions of operational teams. In SME

Enjeu de management majeur : l'alignement du management The concept of alignment within SMEs/mid-sized companies and the resulting managerial challenges (#2/3) "Mid-management" Mid-management: Translator or vision deviator in SMEs / Mid-sized companies Introduction In any growing organization, there is a critical point where a vision can either spread or fragment : mid-management. Team managers, business unit managers, department heads, site directors… They are the ones who t

Enjeu de management majeur : L'alignement Introduction to the concept of alignment within SMEs/mid-sized companies and the resulting managerial challenges (#1/3) In SMEs and mid-sized companies, growth difficulties do not only come from the market. They stem from a more silent problem: a lack of internal alignment, which is strongly felt externally. 1. The role of the CEO and the Executive Committee : to clarify the vision, embody it and arbitrate it without ambiguity. 2. The