Driving transitions ! Strategy, engineering and communication for sustainable development

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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.). 


Lyes
Ait-Mekourta
Project manager Lyes Aït-Mekourta has a degree in general engineering and holds a master's degree in energy. He has strong technical skills in the field of energy as well as a good general culture on the subject of energy transition in the territories due to his previous experiences. Within Transitions, he accompanies the territories in their energy transition strategy.
Hugo
Andrieu
Project manager Hugo is an agricultural engineer specialized in management sciences applied to food systems. During his past missions, he supported a French agency in the processing of economic data relating to an agricultural sector, analyses them and provides insight and decision making support. He was also part of a field project in Malaysia, where he conducted an inventory of sustainable practices among smallholders. Within Transitions, he supports the analysis of raw material value chains with challenges and the development of new tools for greater traceability.
Antoine
Quentel
Project manager Antoine is a mechanical and industrial engineer, he joined Transitions after a three-year experience as a consultant in the health sector. He was supporting companies of the pharmaceutical industry in the building and implementation of their strategic issues. He joined Transitions as a Data Analyst to assist the team in the implementation of the ASD intiative (Action for Sustainable Derivatives) as well as in all traceability issues linked to supply chains.
Clement
Jouaux
Project manager Clement is an agronomist, specialist in forest-related issues, especially in sustainable management of tropical forests and ecosystems. He has worked several years on charcoal, wood and paper sectors. During this period, he helped companies to assess and improve their environmental and social practices along the supply chains. At Transitions, Clément works on the assessment of agriculture and forest sectors-related issues, supply areas’ risks prioritization and the development of policies to fight against deforestation.
Louise
Chirio
Project manager Louise is an agricultural engineer specialized in the management of urban and peri-urban agricultural landscapes with a specialisation within the Southern hemisphere. She has worked with several international NGOs, particularly in Peru, where she was overseeing the implementation of economic alternatives to deforestation for coffee producers in partnership with local cooperatives and institutions. Within Transitions' Sustainable Sourcing department, Louise applies her field knowledge to contribute to the analysis of agricultural value chains and designing tools to support players in implementing responsible supply chains.
Bruno
Rebelle
General manager and co-founder of Transitions Consultant since 2007 With a veterinary medical training, his 20 years of experience in NGOs (co-founder and CEO of Veterinarians Without Borders, then Director of Greenpeace France and finally Director of Programs at Greenpeace International) have given him an unique experience in designing and implementing sustainable development policies and strategies at both national and international levels. Specialized in energy issues, he was one of the creators of the French national debate on energy transition in 2012-2013 and one of the 6 members of the Steering Committee for this debate.
Thibault
Gravier
Associate director and co-founder of Transitions Consultant since 2006 Head of the “engineering and responsible sourcing” division Thibault Gravier, an engineer by training, has been working for more than 10 years with international companies (food, cosmetics, oleochemicals, etc.) to implement sustainable development strategies and responsible sourcing. He develops innovative and custom-made traceability and value chain risk assessment techniques. In consultation with all stakeholders, he coordinates the implementation of projects for responsible and solidarity-based production of raw materials, such as palm oil, soya, paper, shea, coconut, mica...
Chloé
Bancel
Project manager Chloé is an agricultural engineer who specializes in CSR projects within the food industry. After a first experience in large retail where she gained deep insights into sustainable agricultural chains, she worked on a field mission in Cameroon which covered topics such as agriculture, food, development aid and interculturalism in West Africa. She joined the "Sustainable Production and Consumption" team to help key players in the agri-food sector - farmers, associations, cooperatives, companies, etc. - co-build more sustainable and environmentally friendly practices.
Nicolas
Beaupied
Head of the “energy transition of local territories” division Consultant since 2014 Nicolas Beaupied is an expert in sustainable territorial development strategy with international experience (French Embassy in Tanzania, United Nations in Mexico) and in France (responsible for environmental mission in the Ile-de-France Region). He brings his expertise to public actors and NGOs, notably the stakes of territorial foresight and energy transitions.
Carole
Boukobza
Office manager Carole Boukobza provides administrative support in accounting and human resources management at Transitions. Her experience in various public and private sectors, such as Enda Europe, an international solidarity NGO or the Ministry of Ecology, enables her to fully support Transitions in carrying out its advisory missions.
Sébastien
de Royer
Project manager within the “engineering and responsible sourcing” division - Based in Jakarta With six years of experience in South-East Asia, notably with the two research organisations ICRAF and GIZ in Indonesia in the field of natural resources governance, forests and climate change mitigation, Sébastien De Royer has acquired expertise on REDD+ programs, community forest management and land redistribution policies.
Jane
Tousco
Head of sustainable sourcing After several years at WWF, Jane Tousco has acquired a strong expertise in supporting the private sector in implementing strategies to reduce environmental impacts. A specialist in responsible sourcing issues, Jane Tousco coordinates various value chain changing missions on key raw materials. Her skills range from traceability to the assessment of social and environmental risks, from redesigning sourcing strategies to developing field projects in support of small producers.
Boris
Patentreger
Expert/Senior project manager within the “engineering and responsible sourcing” division A specialist in deforestation issues, Boris Patentreger has 10 years of experience in NGOs. As program manager at WWF's forest division, he has coordinated several projects to implement responsible sourcing strategies for companies. RSPO auditor, he is also founder and vice-president of the NGO Envol Vert, where he has set up agroforestry and biodiversity protection projects in Latin America and in France.
Baptiste
Arnaud
Project manager within the “energy transition of local territories” division Baptiste Arnaud has a degree in general engineering and holds a master's degree in political sciences. He accompanies territories in their strategy of energy, industrial and territorial ecology transition. He carries out his missions within Transitions thanks to his experience in the animation of territorial energy initiatives.
Apolline
Faure
Project manager within the “energy transition of local territories” division Apolline Faure is an urban planner by training and holds a master's degree in energy, with strong experience in advising and leading local energy projects (responsible for the energy mission for the Regional Natural Park of the Catalan Pyrenees). Within Transitions, she supports the territories in their energy transition strategy.
Aïssa
Boukary
Chef de projet senior au sein du pôle "Ingénierie et Approvisionnement responsable" Ingénieur généraliste, Aïssa travaille depuis 6 ans comme consultante et accompagne des acteurs du secteur privé dans la mise en oeuvre de leur stratégie développement durable. Elle a déjà travaillé avec une vingtaine d'industriels de secteurs variés dans la réduction de leurs impacts sur l'ensemble de leur chaîne de valeur et ceci à différentes échelles : produit (ACV, éco-conception), site industriel (audits environnementaux et sociaux) et organisation (développement d'outils RSE). Au sein de Transitions et du pôle approvisionnement responsable, elle continue à conseiller des entreprises internationales (agroalimentaire, cosmétique...) sur leurs problématiques d'approvisionnement responsable (huile de palme, soja, pates à papier...).
Adrien
Dombis
Stagiaire au sein du Pôle Transition Écologique des Territoires Diplômé d’une formation généraliste en sciences politiques et économiques, Adrien Dombis poursuit un master en politiques environnementales au sein de l’IEP de Paris, et se spécialise en gestion de projets liés à la transition écologique. Dans le cadre de son stage, il soutient le Pôle Transition Écologique des Territoires dans l'accompagnement de collectivités sur les enjeux climatiques et de qualité de l'air, et contribue aux réflexions du Pôle sur la planification urbaine.
Ariane
Audisio
Chef de projet au sein du pôle transition écologique des territoires Après une formation généraliste en sciences politiques, Ariane Audisio s’est spécialisée dans les enjeux de transition énergétique à travers un master en partenariat entre Sciences Po Grenoble et l’Institut National Polytechnique de Grenoble. Au sein du pôle Transition Écologique des Territoires, elle contribue à l’accompagnement des territoires dans leur stratégie de transition énergétique ainsi qu’à la conduite du projet de recherche-action de Transitions sur les coopérations entre territoires urbains et ruraux comme accélératrices de la transition énergétique.
Sélène
Massy
Chef de projet au sein du Pôle « Ingénierie et approvisionnement responsable » Étudiante ingénieure agronome, spécialisée en agro-écologie des systèmes de production au territoire, Sélène Massy apporte son soutien sur les problématiques d’approvisionnement responsable. Formée à la gestion d’enjeux multi-acteurs, elle contribue notamment à des projets de traçabilité dans le cadre de l'accompagnement d'entreprises dans la mise en place de leurs objectifs zéro-déforestation.
Ariane
Denis
Senior Project Manager within the "Engineering and Responsible Sourcing" division Ariane is a political science major and specialist in public policies, with 6+ years experience in the sectors of environment (reforestation, water and waste management) and international development (financial inclusion, access to markets). Ariane joined Transitions in 2019 as a Senior Project Manager and contributes notably to the development of social impact assessment methodologies, aiming at building inclusive sourcing strategies.
Emmanuelle
Brisse
Associate Director and co-founder of Transitions Consultant since 2006 Head of the “CSR- Stakeholder dialogue” division After 12 years of experience as a television journalist and 4 years as communication director at Greenpeace France, Emmanuelle Brisse assists private and public actors in the elaboration and implementation of sustainable development or corporate social responsibility strategies with a more specific expertise on the facilitation of dialogue between NGOs/businesses and NGOs/agricultural sectors. She works mainly on agricultural issues and responsible sourcing strategies for cooperatives and commodity chains, processors and distributors.

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.