SECTORS OF EXPERTISE
Industry
How we support our clients
Our ambition, and our day-to-day practice as strategy consultants, is to work with management committees to give meaning to these changes, bend strategies, choose action tactics and lead the necessary transformations.
We cover a wide range of topics: strategy and growth, competitiveness and operational performance, management and human resources, and information systems strategy. We offer original approaches to digital and cultural transformation.
A large number of industrial companies, both large and small, place their trust in Kéa. 30% of our business is with industrial companies. This is the result of our originality and hundreds of projects. Our approach is imbued with the values that distinguish Kea in the executive consulting market: strategic agility, sustainable performance, preservation of intangible assets, co-construction with teams from the outset of projects and rapid implementation.
Through our offices around the world, 120 consultants in Europe (including 40 in France) are involved in industrial sectors, in addition to the teams of our partners in Asia and North America. In particular, we operate in six industrial sectors: pharmaceuticals, aerospace and defense, industrial goods and equipment, consumer goods, agribusiness (upstream) and building materials
Since the health crisis, the most predictable sector - up to 8 years' order book for single-aisle aircraft - has become erratic. It is dragging down a whole ecosystem of major European groups and hundreds of small and medium-sized businesses. With this harsh outlook, the challenges are many: continuing R&D programs; maintaining production facilities, even at a slower pace; maintaining a flow of talent trained in our businesses; continuing to introduce new technologies; continuing international expansion. What kind of transformations are needed? Strategic rapprochement, recapitalization, rationalization, balance with military or service activities, accelerated international penetration... they are specific to each case. What is common is the spirit in which these transformations are carried out: necessarily imbued with responsibility, they must adapt companies to the destabilization of the business, reshape the industrial landscape and reinvent a business model.
The chessboard has changed, the rules are modified and the upheaval promises to be lasting
Our Expertise
AEROSPACE AND DEFENSE
Changes on a case-by-case basis
Over the last years, we have witnessed the acceleration of several major changes: digital transformation of operations and distribution, open innovation strategies, new business models, development of responsible activities, overhaul of the managerial and human pact. Emerging from an incredibly prolific period, industrial companies have been hit by the wave of the health crisis and the need for new transformations.
MEET OUR TEAM
Our projects in the aerospace and defense industry
As a partner to CEOs in the aerospace and defense sector, from small and medium-sized businesses to major corporations, we work alongside them to consolidate their position and grow. The projects we work on together deal with general management issues: performance and profitability of industrial sites, acquisition and integration, purchasing strategy, factory of the future, growth strategy, sales & operations planning...
Our team of consultants is European and has in-depth knowledge of the dynamics of players across the entire value chain: air transport, aircraft manufacturers, subcontractors, MRO & services, airports, regulatory authorities.
We produce and publish targeted studies on aeronautical trends and issues, some in partnership with industry federations in France (GIFAS) and Germany (BDLI).
Performance and profitability of operational sites of a Tier 1 industrialist
As part of joint work with site management, Kea has co-designed and deployed an action plan to support the recovery program for several industrial sites in a deteriorated financial situation. : implementation of working methods, deployment of the necessary tools, management of the recovery plan and in particular economic management
Sales & Operations Planning (S&OP) of a defense and space player
In order to support its client in achieving its performance objectives, Kea has developed a new "S&OP" interface, establishing a procedure, rituals, decision thresholds, specifications for a digital tool and involving stakeholders. of the industrialist at each stage of the project
Despite current events, the issue now facing players in the construction sector is no longer one of continuous improvement or operational excellence, but of reinvention. At Kéa, we are committed to helping our customers prepare for 5 major challenges, confirmed by the health crisis:
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Leveraging digital technologies
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Building collaborative ecosystems
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Developing innovative business models
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Meeting commitments to sustainable development and corporate responsibility
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Making a major leap forward in training and skills development
Our projects with the construction industry
We support stakeholders in the construction industry - from real estate development, engineering and construction to operations and maintenance, building materials, equipment and distribution - in their major strategic, competitiveness and responsibility challenges.
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Make full use of digital and technologies
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Establish collaborative ecosystems
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Develop innovative business models
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Realize the commitments made on sustainable development and responsibility
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Make a major leap in training and skills development
5 challenges of the strategic roadmap of the construction world
CONSTRUCTION, PUBLIC WORKS AND REAL ESTATE
Revolution in sight
Our projects in the construction, public works and real estate industry
International strategic alignment program of a construction materials player
Kea conducted with the teams a program of strategic alignment of the Group (resulting from successive international and local acquisitions, presence in 50 countries). The program has enabled all teams around the world to take ownership of the group's strategy and develop a very high level of cooperation between countries, creating a new competitive advantage.
Design of a green offer for a materials supplier
Kea has co-constructed a green offer, both as an immediate additional business relay and as the foundation for new market leadership, to help the customer cope with a difficult financial context and the emergence of competitors with sustainable offers
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Organisation agile : se transformer vers l’agilité en agilité
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Performance durable : concilier performance et durabilité
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Transformer le business par l'IA : redonner du souffle à vos métiers, à vos activités et les parcours patients grâce à l'IA
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Sécurité des métiers de Santé : le patient au centre, les soignants au coeur
In a world becoming increasingly volatile, uncertain, complex and ambiguous, healthcare players are adapting their business models: mergers and acquisitions between mutual insurance companies, development of innovation clusters by pharmaceutical companies, birth of ecosystems and partnerships encouraged by e-health players... These are just some of the concrete ways for health organizations to fulfill their mission of bringing healthcare to as many people as possible.
Kéa is committed to working alongside healthcare players to meet 5 major challenges:
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Putting the patient back at the heart of our strategy
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Embracing e-health
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Meeting the challenge of access to healthcare, for everyone, everywhere
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Committing to greater compliance and safety
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Developing a culture of accountability
Bringing health to as many people as possible: a mission and 5 challenges to overcome:
HEALTH AND E-HEALTH
Health in search of new vitality
Our projects with health actors
In the healthcare ecosystem - pharmaceutical companies, distributors, mutual health insurers, retirement homes and solution providers - we provide CEOs with expertise in strategy, business intelligence and go-to-market; innovation and digital for new value creation; cultural transformation; operational and commercial excellence; post-merger or acquisition integration.
Our approach combines "out-of-the-box" thinking, to rethink value-creating business models, e-health solutions, etc., with a more traditional approach to help companies decide and choose, considering technical and regulatory constraints and the interplay of players/stakeholders.
To bring innovative solutions to laboratories, our teams supported the incubation of Tech Care for All (TC4A), an SSE start-up created by Emmanuel Blin and co-founded by Kéa. TC4A's mission is to sustainably transform access to healthcare in Africa and Asia through the deployment of e-health technologies. With this partnership, our commitment to healthcare players becomes twofold:
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Bringing relevant, proven e-health solutions, supporting their adaptation to local contexts and their deployment, and in so doing, tapping new sources of growth.
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Concurrently transforming strategy and culture, thanks to our distinctive consulting expertise, recognized by our customers.
Simplification program for the French subsidiary of a pharmaceutical group
Kea supported the teams in the framing and implementation of the program, initially deployed within the highly regulated scope of marketing and promotion activities. Attention has been focused on the transmission and appropriation of the proposed changes down to the finest level of the organization
Operational excellence of an international pharmaceutical group
Together with the teams, Kea assessed the maturity of lean practices at production sites on two continents and Corporate functions on the basis of a benchmark of practices and an analysis of the development potential of the sites. Based on the results obtained, a site-specific roadmap was defined and shared with management
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