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Louis-David
Benyayer
Digital transformation is fundamentally not about technology, but about strategy. Mobile, artificial intelligence, cloud, blockchain, internet of things, 5G, … change the competition dynamics and require incumbents to use a different playbook.
To support executives in this journey I help them design, experiment and scale distinctive strategic moves in a digital world through consulting, training and coaching.
Consultant since 1999, I have advised on over 100 projects in France and around the world. My clients are mostly owners or general managers of mid-caps and family businesses.
As an Associate Professor at ESCP, I contribute to research and lecture in teaching programs for students and managers. In addition, I designed and launched several academic programs, serving as Scientific co-director of the MSc in Big data and Business Analytics in Paris from 2018 to 2023 (program ranked #6 worldwide according to QS in 2023) and of the Executive MSc in Big Data and Business Analytics in Dubai (2022-2024). Currently, I am the scientific director of the AI for Business Certificate.
With Generative AI disrupting higher education I am also living the digital transformation from the inside being the AI Initiatives Coordinator for the School.
Previously I have been involved in two start-ups and led the recovery of a failing company. I also founded and led Without Model, a think tank dedicated to foster open, collaborative and responsible business models.
I studied at ESCP where I obtained a master’s degree in Management and at Dauphine University where I earned a PhD in management science.
I help organisations design, experiment and scale distinctive strategic moves in a digital world
Strategic Moves
Build, sustain or defend a competitive advantage is a matter of movement. Explore rapidly various options, accelerate when the situation is favorable, slow down when it is not. The art of movement consists also sometimes in remaining still.
Strategic Moves: Divesture, new ventures, acquisition, transformation, repositioning, business model change, ...
Strategic Moves: Divesture, new ventures, acquisition, transformation, repositioning, business model change, ...
Being distinctive
The environment is common to all, though everybody interprets it differently. An event may be perceived as a threat by some and as an opportunity by others. Interpreting environment signals is a distinctive capability. Every company has a set of specific assets or competencies. The ability of using them to seize an external opportunity is distinctive.
Distinctive: more aligned with their organisation, different from the competition
Distinctive: more aligned with their organisation, different from the competition
Experimenting, testing, scaling
Exploring options requires to rapidly analyse facts and feedbacks. Knowing how to experiment enables to build distinctive moves. Experiments are actions. But the only sense of experimenting is scaling up one day. Planning and experimenting cannot be separated.
Design: opportunities mapping
Experiment: proof of concept
Scale: resource allocation, training
Design: opportunities mapping
Experiment: proof of concept
Scale: resource allocation, training
Coaching, training, consultingWork with
me
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Books
White papers
Embracing AI-human collaboration: The key to unlocking new sources of competitive advantages
Discover how AI reduces some traditional sources of competitive advantages, how combining AI and human expertise leads to new sources of competitive advantages and the transformation required to embrace this combination.
ChatGPT and Generative Artificial Intelligence: What upheavals will the managers of the future face?
What should companies expect, but also fear, from the systematic and widespread use of these new types of artificial intelligence? What impact will these tools have on employment? What are the implications for managers?
Academic research
Follonier, K., Benyayer, L.-D., & Rekik, Y. (2025). Switzerland’s individual municipalities’ suitability for the soon-to-be introduced cleaner energy production regulation allowing peer-to-peer solar electricity trading markets: Implications for sustainable development. Journal of Cleaner Production, 517, 145833. https://doi.org/10.1016/j.jclepro.2025.145833
Benyayer, LD., Bick, M. (2024). Business Models for Mobility Data Sharing Platforms: Stakeholders’ Perceptions. In: Papadaki, M., Themistocleous, M., Al Marri, K., Al Zarouni, M. (eds) Information Systems. EMCIS 2023. Lecture Notes in Business Information Processing, vol 502. Springer, Cham. https://doi.org/10.1007/978-3-031-56481-9_7
Brink, A., Benyayer, L.-D. and Kupp, M. (2024), Decision-making in organizations: should managers use AI?, Journal of Business Strategy, Vol. 45 No. 4, pp. 267-274. https://doi.org/10.1108/JBS-04-2023-0068
Benyayer, L.-D. and Kupp, M. (2017), Responding to open business models, Journal of Business Strategy, Vol. 38 No. 2, pp. 33-40. https://doi.org/10.1108/JBS-09-2016-0094
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