Our vision of innovation

For Absiskey, innovation is a state of mind.

Over and beyond its funding, we understand, control and test innovation on an daily basis to ensure its long-term presence with our customers.

This state of mind takes the form of an ambition: increase our clients’ capacity for innovation with a powerful promise, namely “The Spirit of Innovation

First, this is a legitimate promise: if we are able to promote a spirit of innovation, it is because we have in our teams highly specialised legal and scientific experts, in turn specialists in research and innovation, people who speak the same language as our clients and who are able to deploy and use a whole range of expertise and tools in the service of innovative projects.

This is also a promise to our customers that we can stand out from the rest: founded on the culture of innovation, it expresses the vision and commitment of long-term funding of our clients’ innovations. Equally, it emphasises Absiskey’s added value: enhancing the ability to help cultivate the innovation potential of all our customers, whatever their profiles or business sectors.

Last but not least, this promise is completely in line with the strong need for project promoters to be heard and understood. It is a real alternative to the financial or “accountant” opportunistic approach of certain market players.

Our research work
Absiskey’s involvement in research and innovation is equally visible through its own research projects and initiatives. Absiskey has an R&D department grouping a number of researchers, including one doctoral student.

  • Absiskey is the leader of four FP7 European projects, namely:
    • PACT (Security, CSE): “Develop a decision-making aid tool to account for the ethics factor in new technologies.”
    • TELL ME (Health): “Propose a communication kit for the general public in the event of a pandemic
    • ASSET (Security), “Study a collective learning plan between all innovation partners in event of an infectious disease
    • QualiRedFruits (Research for SMEs) ‘Development of new varieties of raspberries and new more environmentally-friendly growing methods.

…as well as partners of others

  • VENOMICS (Health),
  • MEHTRICS (Health),
  • ANTIBOTABE (Security)
  • Absiskey participates in the evoREG research chair
  • A Ph.D subject developed at Absiskey “Leading innovation in companies through understanding of information collection and collection mechanisms”. A project conducted together with the Ecole des Mines (Nancy) and the ERPI (Innovative Process Research Team) of the ENSGSI. This project is supported by the ANRT.

The research conducted by Absiskey ensures innovation through the setting up of new development methods in collaborative mode, by developing work organisation knowledge and software tools adapted to demanding customers, and by furthering knowledge of the mechanisms and factors of innovation in an ever-changing society.

Regular publications by the press and suggested reading with other researchers are means of developing the reflection spearheaded by Absiskey. These publications are available in the decoding part of the ‘news’ section.

The INNAB project

Our experience in coaching SMEs led us to initiate a research project at the start of 2013. Based on questions raised during our consulting missions, we wished to increase our understanding of the links between knowledge management and corporate performance, particularly in the specific context of innovation.

While the idea of a link between knowledge management and maintaining a competitive advantage is a widespread one, what exactly is its nature? What knowledge management are we talking of? In concrete terms, what methods should we set up?

Knowledge management is an interdisciplinary field, treated by professionals from all walks of life. The result is a high degree of emulation and very rapid progress of know-how in this area, as well as polymorphic and widely diverse knowledge management methods. In this wide diversity of approaches, professionals wishing to implement a knowledge management system in their company frequently lack the necessary guiding points to make the choices that correspond to their needs and goals.

Certain stages can be identified from the synthesis of the numerous work conducted on management of knowledge from varying disciplines (economics, management, educational sciences, information and communication sciences, psychology, etc.). These stages are: collection, dissemination, storage and re-utilisation of information. By associating such work, we observe that, to be effective, the knowledge management methods relating to each stage must meet the cognitive and psycho-social processes involved in human activity.

Note at this point that the organisational goals of the companies consulting Absiskey are often linked to the design of tangible and intangible goods (products or services), to which the desire “to innovate” is added. What then is more natural than for us to reflect on the specificities to be conveyed by the knowledge management systems of companies, for whom innovative design is one of the major organisational goals.

Such research goals require definition of the specificities of the innovative design process in SMEs, together with identification of the resulting needs, in particular in terms of project leadership and knowledge management.

Definition of research and innovation

The term ‘research’ is defined in great detail in the Frascati Manual, the last version of which is dated 2002. However, despite its 300 pages of development and examples, Absiskey has chosen a 5-point definition:

Research is a structured approach, conducted by the professional man, for which state-of-the-art is incomplete or inaccessible, generating more or less varied technical uncertainties and allowing substantial improvement of knowledge.

The “reference” definition of innovation is published by the OECD in the Oslo Manual, dated 2005. 10 years later, the world has changed as a result of technological revolutions and transformation of usages. 10 years ago, there were no social networks, no video conferencing available to the private individual, no remote storage of data, no smartphones. Moreover, the approach proposed is based on the adjective ‘new’, a term that is both subjective and vague. To define such an intangible term by its etymological translation is most unsatisfactory. Digital technology has now taken over, and to define innovation as being focused on new features, products and processes is henceforth meaningless.

We need to forget the old idea of innovation as being radical, a break with the past, disruptive or incremental. Who cares, we just want to know: is it or is it not an innovation? The aim of our reflection is to propose a definition that no-one can refute: that is irrefutable! Faced with a given situation, if the proposed criteria are met, then without doubt the observer has an innovation, otherwise, quite simply, he doesn’t.

Innovation is a product, a service, a component, an organisation, a system, etc. that is deployed for the first time, that is adopted for the first time by a community, and that is reproduced for the first time a number of times. The number of times is particular proof that we are in the presence of an innovation.

Quite simply, in terms of innovation, we don’t seek to do something new but to be the first to do it. The best innovations are those that pave the way. On a different note, think of a mountaineer who is the first to discover a fault on a sheer cliff face, to open the route that will bear his name, and to reach the summit. The others only follow …