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, ...

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

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