Thierry LETANG

I NOW WORK IN THE FRENCH PUBLIC ADMINISTRATION.
THANK YOU FOR YOUR SUPPORT IN MY PAST ACTIVITIES.








Innovation is an arduous and time-consuming process. That's why so few people within organizations are prone to initiate it. As long as normal business course generates accruals, one sees no point in devoting so much time and energy nurturing a would-be project. By the time managers realize that competitors leapfrogged them, it's too late to instil into lethargic bodies the inspiration that would emulate a group into an emphatic bunch of active dreamers, eager to ccoperate, well across daily duties, at pampering the future profit-maker that lies in the cradle.
As a seasoned executive, my experience at developing innovative concepts and products relies upon a series of achievements in the food and beverages industry, that are now so well embedded into today's patterns of consumption that it takes a while to remember there has been a day when these products were non-available : dark chocolate Toblerone and Toblerone in one-chunk flowpacks, dark chocolate exceeding 70% cocoa, Malibu coconut liqueur, Baileys Irish Cream and Sheridan's, Bombay Sapphire gin, Kritsen smoked salmon, hot baguette sandwiches at Pomme de pain fast-food restaurants...
This is the role of an outside consultant to feel, guesstimate and check what's in the air to confront it with his acquired knowledge of a firm's capacity and vision, changing as little as needed for the company to reach out and achieve.
Challenging the CEO's ideas in the field of innovation strategy, the consultant will refine the project, make it his mission and cross-fertilize the very departments that have to be deeply involved into the making of a new product. If need be, he would call for the assistance of outside providers, be they laboratories, polisters or creative hotshops, coordinating them to match the company requirements. No other man can gather the sufficient impetus and clout to spread breaking views across the corporation, and as well stir the self-imposed willingness of employees to get their acts together, disrupt the regular course of action and nurture a new project.