Month: February 2022

The start-up, scale-up and unicorn ecosystem: 224,000 jobs are expected to be created between 2020 and 2025 – one of France’s leading private sector job creators source (French Tech Next40/120 Business Impact Barometer | Roland BergerFor every direct job created by start-ups, 5.2 indirect jobs are created – compared to an average of 1.4 for industrial companies in France. For 64% of French start-ups, the difficulty of recruiting talent is the main obstacle to their development. Among the profiles most sought by French start-ups, we still find programmers and developers, sales and marketing profiles, and source data analysts «The economic and social performance of digital startups in France»(francedigitale.org). The attractiveness of a start-up to recruit depends on the interest of the mission, but also on the compensation package offered. It is based on both fixed and/or variable remuneration, and on capital incentive mechanisms (BSPCE, free shares, stock options). The mechanisms for capital incentives obviously make it possible to create a strong link between the start-ups and their employee, who is financially interested in increasing the value of the company. They are essential tools to attract skilled talent to innovative companies that do not necessarily have the cash flow to compete with the digital giants. The tools for employee profit-sharing are widely used by start-ups but are limited as the company develops: More than half of the employees (51%) of start-ups with an annual turnover of between €5 and €50 million benefit from Business Start-Up Share Warrants (BSPCE) and Share Warrants (BSA), and 68% benefit from free shares22. In comparison, in scale-ups with sales above €50 million per year, only 34% of employees benefit from BSPCE and BSA. In order to access the BSPCE regime, corporations must have been created less than 15 years ago. Of the 120 most promising French technology companies, 48% have been founded for more than 10 years (and are therefore approaching the deadline). When they are no longer eligible, they will have to find other mechanisms to recruit talent. Failing to find qualified profiles in France, 23% of recruitments in French start-ups in 2020 are international. Only 8% of graduates in science, technology, engineering and mathematics (STEM) come from Europe (60% of graduates are Chinese or Indian). At European level, France is in 17th position in terms of «human capital» source Homepag (europa.eu). Today, French start-ups stand out internationally for their ability to think far beyond mere commercial success. By wanting to have a societal and environmental impact, and implement technological innovations (circular economy, decentralized market places, artificial intelligence, robotics…) at the service of major causes such as education, health, personal safety, personal data protection, housing, environmental resources, inclusion and social cohesion. There are nearly 727 French impact start-ups, which have raised €4.4 billion in total since their creation, and now employ 17,802 people from “Bpifrance le Hub et France Digitale dévoilent le 1er Mapping des startups tricolores à Impact – France Digitale” Despite the health crisis, the turnover of start-ups increased by 15% compared to 2019 to reach nearly €7bn in revenue. The majority of French start-ups expect revenues to grow between 26% and 50% for the year 2021; French start-ups achieved record lifts in the first half of 2021 with €5.14 billion in six months, +90% over a year 55. Top 5 sectors of these surveys: Internet services FinTech Life Sciences Software and computer services Cleantech France today has twenty unicorns, start-ups valued at more than a billion dollars. In comparison, the United States has 280 unicorns, China 130 unicorns and the United Kingdom 105. All analysts agree that start-ups are about to enter a period of very strong competition in which only those who know how to get started will survive. How? By distinguishing themselves from their competitors, by recruiting the best profiles to accelerate their development, in short by aiming for outperformance and growth points that will be closely looked at by investment funds to sort good and bad projects. Fitch Bennett Partners strengthens the expertise of this ecosystem by regularly supporting these innovative companies in their recruitment.   Frédéric Aymonier – Co-founder of Fitch Bennett Partners

With globalization, increasingly fierce competition and the global health crisis, companies in particular are facing new challenges. As far as companies are concerned, in order to remain competitive and become number one on the market, companies must review some important points, adapt, adjust their vision and their approach to the major changes to come. Here’s what we’re going to cover in this article: the strategic decisions that leaders need to make. Why pay special attention to strategic decisions made by business leaders? The economic growth of companies depends mainly on understanding and being able to adapt their offer to market requirements. However, this requires effective good governance. With the generational effect of a significant retirement in 2023-2025, the transfer of capital and power to the next generation by shareholders is becoming obvious. Moving on and succeeding can be a real challenge for both generations and for the company given the huge difference between the new generation and that of previous decades. To support you, we offer you, a support, the perfect solution to facilitate all the steps that revolve around the transition. The health crisis is also an accelerator of transformation for the vast majority of companies. These changes force companies to break their daily routines. This applies to managers and employees who are forced to leave their comfort zone. As a result of this experience in 2020, new procedures and managerial practices have been developed. This has completely transformed the global economy and influences in particular the behavioural evolution of the company’s potential customers.Each entity was able to measure the importance of new technologies and their impact on the management of all companies. In addition, we are now witnessing an acceleration in the digitalization of the economy. This awareness has prompted many entities to review the various investments essential to ensure the sustainability of their activities. On the other hand, this leads companies to question:– Decisions to be made in the face of soaring commodity prices,– Supply chain optimization,– Possible offshoring of industries, etc. So, what strategic decisions do leaders have to make to become the world’s number one? 1. Organize future management This is done through the reorganization of its governance. Whether you are a family business, an SME, a cooperative, a SFB 120… Creating a new governance model remains the key to surviving in the complex world of today and tomorrow. It is, therefore, important to choose a governance model that will not only allow transmission and agility, but also to reconcile well-being and performance, conditions sine qua non of a sustainable organization. 2. Transform your organization To do so, the company will have to evolve its organizational framework and consider the following three levers: The structure of the enterprise, The tools it will use, and The know-how and know-how of the individuals who make up the organisation. By combining structure, tools and people, you make the company a unique set of values and references. That’s what’s going to make it more or less unique. Do you need advice? We’re at your disposal. 3. The emergence of new professions: an opportunity to be seized To remain competitive, companies will need to take advantage of opportunities related to current developments. Let’s take a concrete example. During the industrial revolution, we were confronted with the disappearance and emergence of new professions.Today, we are witnessing this type of transformation with the advent of digitization and globalization.Here, the real challenge for companies is first to become aware of the importance of its changes, then to understand them in order to make the most of them. 4. Carefully select the profiles of the managers to be recruited The digital revolution is a new challenge for managers and employees. In addition, technological innovations are multiplying and spreading rapidly. To make good use of them and take advantage of them, it is therefore necessary to assimilate them. Therefore, for the success of the various phases of transition of a company, it is essential to turn to experienced people, able to implement their skills quickly. The need to choose wisely the new profiles of managers to be integrated into your company then becomes more and more felt.To prove their expertise and keep their places on the market, companies must be quick, responsive and agile. We can then confirm the importance of new forms of management and new profiles to recruit. This is what we offer: the search for managers adapted to your needs and objectives.   Fitch Bennett Partners