Industry
Recent years have seen a sharp acceleration in major transformations:
the growing use of AI-driven technologies, the digitalisation of operations and distribution, open innovation strategies, the emergence of new business models, the rise of responsible business practices, and the redefinition of managerial and human frameworks—all unfolding against a backdrop of geopolitical turmoil and ecological transition.
In this context, industrial companies must undergo deep transformation to meet these new challenges.
How we support
our clients
Our ambition—as strategy consultants and in our daily practice—is to work closely with executive committees to bring meaning to these transformations, reshape strategies, define effective tactical responses, and drive the necessary change.
To do so, we address a wide range of strategic priorities: corporate strategy and growth, operational performance and competitiveness, leadership and human resources, and information systems strategy. We also bring distinctive approaches to digital transformation and cultural change.
Many industrial companies—both large corporates and mid-sized firms—place their trust in Kea. 30% of our activity is dedicated to industrial clients, reflecting the originality of our positioning and the experience built over hundreds of engagements.
Our approach is grounded in the values that set Kea apart in the strategy consulting landscape: strategic agility, sustainable performance, preservation of intangible assets, co-construction with client teams from day one, and fast, action-oriented delivery.
With offices around the world, 120 consultants across Europe (including 40 in France) work with industrial players, supported by our partner networks in Asia and North America.
Our approach is deeply rooted in the values that set Kea apart in the strategy consulting market: strategic agility, sustainable performance, preservation of intangible assets, co-construction with client teams from the very start of each project, and a bias for swift, decisive action.
Our
capabilities
Aerospace
and Defense
Aerospace & Defense companies are facing increasingly complex challenges.
While the ramp-up in civil aircraft production and growing defense budgets offer promising opportunities, the question remains: are industrial players truly ready to capitalize on them?
In the short term, operational concerns remain top of mind for executives: attracting and retaining talent, securing supply chains, streamlining industrial processes, and improving both profitability and cash flow.
In the longer term, companies must undertake fundamental strategic transformations to ensure growth and resilience: innovating in technologies and business models, building new skills, reinvigorating leadership, strengthening cooperation models within the ecosystem, and significantly reducing development cycles.
Alongside these transformations, two imperatives require collective attention from all sector stakeholders—executives, investors, professional organizations, public authorities: accelerating industry consolidation to strengthen players and enable them to meet the expectations of major contractors, and systematically integrating sovereignty concerns into the evolution of value chains and supply networks.
We support both mid-sized companies and large groups across these sectors in navigating their strategic, industrial, human, data, and operational challenges. Our team operates at the European level and brings in-depth knowledge of the full aerospace and defense value chain: air transport, OEMs, suppliers, MRO & services, airports, regulatory bodies, and industry associations.
We have also led several sector studies in collaboration with key professional bodies, including GIFAS and BDLI.
Healthcare
& Digital Health
Navigating a Volatile, Uncertain, Complex, and Ambiguous World
In response to a rapidly changing environment, healthcare players are adapting their business models: mergers and acquisitions among mutual insurance providers, the development of innovation clusters by pharmaceutical companies, and the emergence of ecosystems and partnerships encouraged by digital health actors… All of these are concrete responses to a shared mission: delivering healthcare to the greatest number of people.
Kea is committed to supporting healthcare stakeholders in meeting seven major challenges:
- Social capital: Creating value by revitalising employee engagement
- Purpose at the core: Committing to a desirable future that balances economic, social, and environmental performance
- Re-enchanting patient engagement: Uniting the ecosystem around the new paradigm of “patient experience”
- Agile organisation: Transforming toward agility in agility
- Sustainable performance: Reconciling performance with long-term impact
- AI-powered business transformation: Using AI to reinvigorate your activities, professions, and patient pathways
- Securing healthcare professions: Keeping the patient at the centre—and caregivers at the heart
Our Work with Healthcare Stakeholders
Across the healthcare ecosystem—pharmaceutical companies, distributors, mutual insurers, care homes, and solution providers—we support executives with expertise in: strategy, business intelligence, and go-to-market, innovation and digital transformation to unlock new sources of value, cultural transformation, operational and commercial excellence, post-merger and acquisition integration.
Our approach combines out-of-the-box thinking—to reimagine value-creating business models and e-health solutions—with structured strategic decision-making that accounts for technical and regulatory constraints, as well as the dynamics among stakeholders.
In our commitment to innovation in healthcare, Kea co-founded and incubated Tech Care for All (TC4A), a social impact startup launched by Emmanuel Blin. TC4A’s mission is to sustainably transform access to healthcare in Africa and Asia through the deployment of digital health technologies.
Through this partnership, our engagement with healthcare stakeholders is twofold:
- Delivering relevant, proven e-health solutions, supporting their localisation and roll-out—and in doing so, unlocking new growth opportunities
- Simultaneously transforming strategy and culture, leveraging our distinctive consulting expertise, recognised and trusted by our clients
Strategic
collaborations
These projects reflect our deep commitment to supporting clients in aligning economic, social, and environmental performance — as a driver of long-term, sustainable success.
Simplification Program for the French Subsidiary of a Global Pharmaceutical Group
Kea supported the teams in framing and implementing the program, initially rolled out within the highly regulated scope of marketing and promotional activities.
The focus was placed on effectively cascading and embedding the proposed changes throughout all levels of the organisation.
Operational Excellence for a Global Pharmaceutical Group
Working closely with client teams, Kea assessed the maturity of lean practices across production sites on two continents, as well as within Corporate functions. The evaluation was based on a structured best practices framework and an analysis of each site’s potential for improvement.
Following this assessment, a tailored roadmap was developed for each site and shared with local and corporate management.
Our
experts
Stéphanie Nadjarian
Senior Partner & DG
François Maisonneuve
Senior Partner
Sandra Bertholom
Senior Partner
Jörg Ohleyer
Senior Partner
