• Define a relevant innovation model
  • Understand mega trends that drive innovation
  • Bet on the most promising technologies
  • Build an innovation boosting ecosystem
  • Value chain mapping and market analysis
  • Generation of innovation ideas / feeding process
  • Innovation model: process, governance, tools
  • Decision criteria to guide research and technology topics
  • Open Innovation : organization and support for initiatives

Invent the Business of Tomorrow

  • Choose the right projects / Do the right projects
  • “Make or buy” for product development
  • Optimize design and standardize developments
  • Leverage R&D data for greater efficiency
  • Anticipate risks and manage the product lifecycle
  • Measure innovation performance
  • Benchmark and round tables on good R&D practices
  • Management of R&D projects and portfolios
  • Re-design for cost and value analysis
  • Design and support of R&D transformation projects: Digitization, technology standardization, improvement of sustainability, …
  • R&D supply chain
  • Financing Innovation

Increase the ROI of R&I

  • Improve innovation and R&D Time-To-Market
  • Adapt to rapid market changes
  • Bring agility in project management
  • Deliver atypical projects and anticipate their risks
  • Intensify collaboration with the main R&D interfaces
  • Project Management Office for complex projects
  • Agile methodologies on product development
  • Lean Engineering and efficiency of development processes
  • Optimization of interfaces: from research to development and from development to industrial

Accelerate Time-to-Market

  • Improve the efficiency of R&D organizations
  • Define global footprints
  • Empower R&D staff
  • Anticipate and maximize the use of talents and expertise
  • Optimize the use of talents and expertise
  • Manage change within teams
  • R&D re-organization: diagnosis, design, deployment
  • Optimization of the global R&D footprint
  • Change management: change support, communication, training
  • Seminars & Innovation Communities Animation
  • Establishment of the expertise channel and talent development plan
  • Talent development plan

Engage the R&D Community


Innovation actively contributes to the development of the company. To create a competitive and sustainable advantage, it is necessary to establish an ecosystem that fosters the emergence of the products and services of tomorrow.

  • An exclusive focus on high impact challenges related to the strategy and management of innovation and the performance of R&D organizations
  • Added value enhanced by cross-fertilization practices in multiple sectors and frequent benchmarks fueling the diagnosis
  • Strategic analysis with decision-makers to define their priorities and objectives
  • Educational approach with operational teams: co-design of solutions for faster implementation
  • Operational reinforcement thanks to KEPLER’s expertise in operations, supply chain and purchasing
  • Skills, tools and digital partners to accelerate the transformation of innovation and R&D activities
  • Agile coaches
  • Senior advisors, former VP R&D, representing different business sectors and directly involved in our projects for their functional / sector expertise
  • Long-term and “tailor-made” approach to customer relations and methodologies
    • Great flexibility in project management and working methods to adapt to client / team constraints
    • No costly over-engineering in the way we deliver our projects

Kepler Fundamentals in Innovation

Definition of innovation models

Despite the occasional successes of a few innovative projects, income from “disruptive” products or services often appears to be insufficient. In this perspective, it is strategic to reinvent the innovation model of the company in order to strongly contribute to its growth.

R&D and Innovation Projects Portfolio Management

Focusing teams on the most relevant projects and accelerating the marketing of new products or services is an essential challenge for the R&D and Innovation teams. The rationalization of the portfolio intends to ensure the clarification and communication of the strategy, to structure the portfolio of projects, to carry out an efficient evaluation and prioritization.

Optimization of New Product Development Processes

Innovation processes are not always sufficiently adapted to meet the quality / cost / time requirements of the company. Our benchmarks in leading sectors at the forefront of innovation, we are reviewing the processes throughout the development / industrialization cycle  : definition of objectives, feasibility, design validation, product / process validation, standardization. Roles and responsibilities are clearly defined, as are synchronization and multi-business interfaces. Tools are also available to facilitate collaborative work.

Lean Engineering

Agility is paramount in the design phases, when budgets and deadlines are always tight. Lean engineering aims to increase the added value of employees while reducing development times and costs, by eliminating losses in efficiency. Our approach is based on a transversal vision, supported by field observations in order to identify the root causes of these losses and propose a targeted and operational action plan.

Design at Cost Objective: Functional Analysis / Value Analysis

Functional analysis / value analysis remains an essential part of techno-economic optimization in order to achieve what is necessary. Our teams deploy the methodology to our clients in a multi-business logic, relying on our internal Kepler experts (for example, lean / maintenance expert for the optimization of investments) but also external (architect, engineering firm, suppliers …). They thus draw a complete vision of the expected performance and offer all avenues for optimization.

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