Our approach


A successful change depends largely on the relevance of the strategy adopted

A successful change depends largely on the relevance of the strategy adopted. In order to define a sustainable development strategy that would allow us to be part of a more sustainable model, we accompany our clients in carrying out a thorough reflection on their practices and challenges in the short, medium and long term.

To this end, we engage in consultation processes with internal and external stakeholders to understand, analyse and overcome stakeholder interaction, identify the positive and negative impacts of their activities and the solutions to be implemented. A genuine dialogue with stakeholders is essential for success and sustainability of any sustainable development strategy.

Then, by contrasting the stakes and values, we define and accompany the necessary changes and steps to be taken to ensure that the change is both ambitious and acceptable to all stakeholders.

By combining our different expertise, we provide continuous support to promote radical changes (which tackle problems at their roots) and pragmatic changes for an overall improved performance.


Our difference

Diversity of clients, missions and spheres of action: 

We accompany very different structures in France and abroad: multinationals, SMEs, cooperatives, professional federations, branches, NGOs, states, public institutions, local authorities. This diversity of clients, missions and business areas allows us to enrich our knowledge of the stakes, cultures and behaviours, to better understand the actors’ games and interactions between different issues. This diversity also leads us to promote complementarities between our different missions in order to offer relevant and effective support.

 

Our commitment: 

We are committed to support environmental protection – from local to global -, the rigorous consideration of social and societal issues and the protection of human rights with the ambition to put the economy back at the service of the well-being of people in their environment. We also support public and private actors who have a real desire to make progress. Obviously we accept the idea that the changing in practices often requires steps and progressivity. The most important is that the actors engage in a “path of change”. In this sense, we do not wish to work with certain sectors whose core business involves agricultural, energy or social models that we consider unsustainable. 

A radical approach [in the etymological sense – going to the root]:

This commitment requires a radical approach to change. The radical term here is to be understood in the etymological sense, i.e. to “go to the root” of the problems we are called upon to deal with. It is in this respect that we propose a demanding strategic support which leads to question the core business, and to take into account all the stages of a value chain from the production of raw materials to the management of end of life products and all the components of an organisation, necessarily questioning the managing of systems and projects.

Custom-made: 

We claim to be the “craftsmen” of strategic consulting. We do custom-made. Contrary to many consulting firms, especially the larger ones, we deploy tools and methods that are completely customised and non-standardised. While we take care to capitalise on our experience and enrich our know-how as we carry out our assignments, we always take a fresh look at the subjects we are asked to address. We pay close attention to the specificities of our clients and focus on a detailed analysis of their assets and constraints in order to build ambitious and creative strategies for change. Large companies (L’Oréal, E. Leclerc, Asia Pulp and Paper, Michelin, Danone, etc.) have understood that and trust us to accompany them over the long term in the changes they are undertaking.

Recognised trusted third parties:

The personal experience of some of our staff members who have been involved in major international NGOs gives us a strong legitimacy in the world of associations and enables us to explain to our clients the operating mechanisms of these civil society actors. Thus, we are recognised as a trusted third party who can bring to light the elements of profound disagreement and building step by step the connections necessary to move from confrontation to cooperation. This position also enables us to support the emergence of complex systems of governance involving various kinds of actors (companies, NGOs, public actors) committed to a common objective.

In the field:

We do not conceive of carrying out missions without going to the heart of the stakes and therefore without being in direct contact with “the field”. We go to meet the actors in their factories, their fields, their territories, their offices, to understand their problems as clearly as possible.

Our network of international partners with strong credibility in their field allows us to intervene in any area, even the most remote ones.

We spend the necessary time listening to them and measuring their expectations and fears about change, but also the strengths they identify and the constraints they perceive. It seems to us that this is the only way of apprehending and finding solutions adapted to the complexity of the stakes. In today’s world, complexity is often ignored at the expense of simplification or oversimplification, which is often easier to communicate but does not allow to establish sustainable solutions. Our work is in some ways guided by the words of Umberto Eco,
“To any complex problem there is a simple solution… and it’s a bad one”.


Promoting "the best of all possible worlds"

Our modern societies are bogged down in a complex mix of financial, social, environmental and political crises.

Faced with such complexity, some proposes simple, even simplistic solutions that are often poor or ineffective.

By contrast, we believe that it is necessary to recognise and identify the complexity of the issues we are facing in order to better tame them and define the different ways of transitioning towards new, more sustainable production modes and consumption of goods and services: trade globalisation, accelerating communications, increasing evidence of interdependencies, tensions over access to resources, etc.

It is by following this approach that we offer our strategic, engineering and communication support to organisations and institutions to lead them to realise the necessary changes in production systems, consumption trends and organisational modes.

At a time when our societies are in crisis, promoting transitions also means reviving the hope of overcoming this crisis. Without pretending to establish a happy stability, to enter in transition is, to quote Leibniz, to promote the “best of all possible worlds”.

A successful change depends largely on the relevance of the strategy adopted

A successful change depends largely on the relevance of the strategy adopted. In order to define a sustainable development strategy that would allow us to be part of a more sustainable model, we accompany our clients in carrying out a thorough reflection on their practices and challenges in the short, medium and long term.

To this end, we engage in consultation processes with internal and external stakeholders to understand, analyse and overcome stakeholder interaction, identify the positive and negative impacts of their activities and the solutions to be implemented. A genuine dialogue with stakeholders is essential for success and sustainability of any sustainable development strategy.

Then, by contrasting the stakes and values, we define and accompany the necessary changes and steps to be taken to ensure that the change is both ambitious and acceptable to all stakeholders.

By combining our different expertise, we provide continuous support to promote radical changes (which tackle problems at their roots) and pragmatic changes for an overall improved performance.

Our difference

Diversity of clients, missions and spheres of action: 

We accompany very different structures in France and abroad: multinationals, SMEs, cooperatives, professional federations, branches, NGOs, states, public institutions, local authorities. This diversity of clients, missions and business areas allows us to enrich our knowledge of the stakes, cultures and behaviours, to better understand the actors’ games and interactions between different issues. This diversity also leads us to promote complementarities between our different missions in order to offer relevant and effective support.

 

Our commitment: 

We are committed to support environmental protection – from local to global -, the rigorous consideration of social and societal issues and the protection of human rights with the ambition to put the economy back at the service of the well-being of people in their environment. We also support public and private actors who have a real desire to make progress. Obviously we accept the idea that the changing in practices often requires steps and progressivity. The most important is that the actors engage in a “path of change”. In this sense, we do not wish to work with certain sectors whose core business involves agricultural, energy or social models that we consider unsustainable. 

A radical approach [in the etymological sense – going to the root]:

This commitment requires a radical approach to change. The radical term here is to be understood in the etymological sense, i.e. to “go to the root” of the problems we are called upon to deal with. It is in this respect that we propose a demanding strategic support which leads to question the core business, and to take into account all the stages of a value chain from the production of raw materials to the management of end of life products and all the components of an organisation, necessarily questioning the managing of systems and projects.

Custom-made: 

We claim to be the “craftsmen” of strategic consulting. We do custom-made. Contrary to many consulting firms, especially the larger ones, we deploy tools and methods that are completely customised and non-standardised. While we take care to capitalise on our experience and enrich our know-how as we carry out our assignments, we always take a fresh look at the subjects we are asked to address. We pay close attention to the specificities of our clients and focus on a detailed analysis of their assets and constraints in order to build ambitious and creative strategies for change. Large companies (L’Oréal, E. Leclerc, Asia Pulp and Paper, Michelin, Danone, etc.) have understood that and trust us to accompany them over the long term in the changes they are undertaking.

Recognised trusted third parties:

The personal experience of some of our staff members who have been involved in major international NGOs gives us a strong legitimacy in the world of associations and enables us to explain to our clients the operating mechanisms of these civil society actors. Thus, we are recognised as a trusted third party who can bring to light the elements of profound disagreement and building step by step the connections necessary to move from confrontation to cooperation. This position also enables us to support the emergence of complex systems of governance involving various kinds of actors (companies, NGOs, public actors) committed to a common objective.

In the field:

We do not conceive of carrying out missions without going to the heart of the stakes and therefore without being in direct contact with “the field”. We go to meet the actors in their factories, their fields, their territories, their offices, to understand their problems as clearly as possible.

Our network of international partners with strong credibility in their field allows us to intervene in any area, even the most remote ones.

We spend the necessary time listening to them and measuring their expectations and fears about change, but also the strengths they identify and the constraints they perceive. It seems to us that this is the only way of apprehending and finding solutions adapted to the complexity of the stakes. In today’s world, complexity is often ignored at the expense of simplification or oversimplification, which is often easier to communicate but does not allow to establish sustainable solutions. Our work is in some ways guided by the words of Umberto Eco,
“To any complex problem there is a simple solution… and it’s a bad one”.

Promoting "the best of all possible worlds"

Our modern societies are bogged down in a complex mix of financial, social, environmental and political crises.

Faced with such complexity, some proposes simple, even simplistic solutions that are often poor or ineffective.

By contrast, we believe that it is necessary to recognise and identify the complexity of the issues we are facing in order to better tame them and define the different ways of transitioning towards new, more sustainable production modes and consumption of goods and services: trade globalisation, accelerating communications, increasing evidence of interdependencies, tensions over access to resources, etc.

It is by following this approach that we offer our strategic, engineering and communication support to organisations and institutions to lead them to realise the necessary changes in production systems, consumption trends and organisational modes.

At a time when our societies are in crisis, promoting transitions also means reviving the hope of overcoming this crisis. Without pretending to establish a happy stability, to enter in transition is, to quote Leibniz, to promote the “best of all possible worlds”.

A multidisciplinary and complementary team

Transitions has 14 collaborators with national and international backgrounds and complementary skills (NGOs, political sciences, engineering, public sector, international relations, etc.).

Transitions has 14 collaborators with national and international backgrounds and complementary skills (NGOs, political sciences, engineering, public sector, international relations, etc.). 


Our network of partners

Transitions does not pretend to know how to do everything. Yet, we know how to surround ourselves with consulting agencies or research firms that share the same values as us and with whom we collaborate regularly to fully meet our clients' needs.

Transitions does not pretend to know how to do everything. Yet, we know how to surround ourselves with consulting agencies or research firms that share the same values as us and with whom we collaborate regularly to fully meet our clients' needs.

International network

We carry out a large number of international missions and have therefore set up a network of independent consultants on the 5 continents, who we call on to be as close as possible to local issues.

We carry out a large number of international missions and have therefore set up a network of independent consultants on the 5 continents, who we call on to be as close as possible to local issues.