Michaël Haddad / Chairman, X Open Innovation, Applied Optics & Algorithmics Pole Manager, L'Oréal Recherche & Innovation

Last updated on profile page : December 8th, 2015

BIO

A graduate from Ecole Polytechnique (PhD in Physics) and Kedge Business School (MBA), Michael Haddad has held various positions on the value chain of innovation: basic research, project management, business development, strategy in various industries such as defense, telecom, health and automotive, cosmectics.

He has always worked on the interface between academy and the industry, e.g. through creating a technological intelligence lab with automotive group PSA and University of Bordeaux.

He is now managing the Applied Optics & Algorithmics Pole at L’Oréal group, particularly in charge of connected and personalized cosmectics.


On the side, he teaches management at Kedge Business School.

An innovation passionate, he is the author of numerous patents and scientific publications, winner of the Altran reference trophy (2005) and the Grand Prize of the Jury of PSA Peugeot Citroën Inventors Chart in 2007. In 2013, he was one of the founders of X Open Innovation, an association of more than 150 former students of Ecole Polytechnique, which he chaired for the year 2014.

By Michaël Haddad on ParisTech Review

Legal and regulatory aspects are rarely mentioned when discussing innovation management. But they do play a major role, and the analysis of the legal environment is a crucial issue. It allows smart organizations to implement original strategies… even though there are a number of pitfalls.
Les aspects légaux et réglementaires sont rarement cités lorsqu'on parle d'innovation. Ils jouent cependant un rôle majeur. L'analyse de l'environnement juridique est un enjeu clé dans le pilotage de l'innovation, qui permet à certaines entreprises de déployer des stratégies originales. Mais il y a des pièges.
Qu'est-ce qui déclenche un projet d'innovation ? Si une littérature abondante existe sur le management et l'organisation de l'innovation, la question du moteur reste en suspens. Elle est pourtant capitale, si l'on considère que c'est l'avenir de la firme qui est en jeu. Mais qui doit imaginer cet avenir ? Est-ce aux équipes de R&D, au marketing, à la prospective de prendre l'initiative des projets ? À ces questions, il n'existe pas de réponse unique. Mais un ensemble de cas d'école permet de saisir trois modèles principaux.
What are the triggers of an innovation project? Though there is extensive literature on innovation management, what exactly drives innovation remains unclear. And yet, it is a fundamental issue, considering that the future of the firm is at stake. Who should imagine this future and take the responsibility of initiating projects? R&D, marketing, prospective teams? There is no single answer. But a full range of business cases illustrate all three models.
Face à la multitude de technologies disponibles, à la complexité des produits et services qui va croissant dans une économie mondialisée, il ne semble plus possible pour une entreprise d'innover seule, aussi grande soit-elle. Mais comment identifier les bons partenaires puis suivre la collaboration au cours du temps? Comment faire en sorte que les échanges soient fructueux? C'est à ces questions que le scouting technologique essaie d'apporter des réponses. Bien développé, il ouvre sur l'intelligence technologique. Mais pour être efficace, le scouting implique une modification de l'organisation de l'entreprise autour de l'innovation.
With the proliferation of technologies and the growing complexity of products and services, it no longer seems possible for any company, as large as it may be, to innovate alone. How to identify the right partners and develop a partnership over time? How to ensure successful exchanges? Technology scouting strives to bring answers to these issues. If developed correctly, it paves the way to technological intelligence. However, effective scouting implies many changes in the organization of the company regarding innovation.

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