divider

Management Consulting

Execute your strategy. Deliver on your projects and processes. Reach out.


  • Brilliant strategy with poor execution may lead to frustrating failures. At LGI, we support our clients in transforming strategic objectives into real successes. We help develop and manage projects, embark stakeholders, and ensure proper exploitation of results.

    Our spectrum of activities includes project and process performance, change management, stakeholder communication, among others areas of expertise. We have built specific know-how in supporting innovative projects, encompassing research & development (R&D) as well as non-technological innovation.

    • Programme & Project Management

    Innovative project management is where LGI started, back in 2005. Providing operational support to deliver success in our clients’ programmes and projects is one of our core value proposals and know-how. This business line includes several consulting and training offers:

    • Project masterplan
      Turning an idea into a plan — streamlining the objectives, responsibilities, timing, processes and KPIs.

    • Quality, risk, cost, resource and planning
      LGI guarantees perfect control over execution by ensuring the basics of project management.

    • Legal and financial engineering
      Larger endeavours often require advanced contractual constructions; along with our network of associated experts, we provide preparatory studies, legal & budgetary planning, and contractor coordination.

    • Portfolio management
      Management by projects has emerged in the 1990s as an organisational approach to both project- and process-based operations. We support the development of project portfolios and the operation of programme management offices (PMO).

    • R&D and Innovation Performance

    LGI has always been very active in research and innovation contexts, which represent a significant area of the company’s activities.[/list]

    Among other initiatives, LGI is currently involved in an emerging international committee structured under the ISO, to define best practices in innovation management. Keep posted about these developments with our newsroom or by following us on Twitter.

    • Optimisation of the innovation function
      Innovation needs to be aligned with a company’s strategic objectives – and chief innovation officers must answer basic questions such as when to lead innovation and when to follow it: how much market position targets rely on innovation? Whate are the main technological gaps? How to balance the short-term and long-term? Can service innovation provide breakthroughs in the business? And so on. LGI’s strategy consulting services  support our clients in answering these.

      Once the strategic drivers are known, we then deliver focused support on the structuring, optimisation and alignment of R&D and innovation functions. This encompasses tailored studies and in-house consulting projects.

    • Open innovation
      In recent years, corporate innovation has seen a number of paradigm shifts, among which the massive opening of R&D to external stakeholders. This is achieved through a number of means such as collaborative frameworks, stakeholder networks, crowdsourcing, crowdfunding, customer involvement, and so on, federated under the general concept of open innovation.

      We support our clients with opportunity and feasibility studies, and accompany open innovation projects with both consulting services and tailored IT solutions.

    • Financing of innovation
      One of our core competences has always been to support our clients with access to R&D funding. Depending on several criteria such as technology readiness level (TRL) or alignment with public priorities, we identify and down-select potential funding sources. We then develop project proposals, by selecting the best partners, sketching project plans and budgets, and delivering the best-suited file for both project owners and potential financers, thus boosting chances of success in securing project funding.

      One key area of intervention is in the European Union’s programmes for research and innovation: read more about this.

    • Collaborative R&D programme management
      Since 2005, we support our clients’ collaborative research projects with our proven methods in consortium coordination & administration, financial control, and stakeholder communication.

      LGI has developed a tailored software suite for collaborative projects that we deploy either in support of our consulting services or as a stand-alone offer.

    • Knowledge exploitation
      For an R&D or innovation project to reach its expectations, the targeted outcomes must be qualified and quantified, and an exploitation strategy is required. This can include a number of knowledge exploitation actions, such as intellectual & industrial property protection; pre-commercial contracts; contribution to technical databases, norms and standards; and so on.

      We support our clients with setting and executing the best exploitation options, on a case by case basis.

    • Training

    Complementing its consulting services, LGI offers off-the-shelf training modules on the following:

    • Project management

    • Open innovation

    Please contact us for more information on our training modules.

  • A selection of past and ongoing projects

    Years: Since 2008

    Sector: Energy

    So-called `technology platforms’ have been established in Europe provide coordinated frameworks for public and private stakeholders to define research priorities and roadmaps for a number of technological areas. Since 2008, LGI has been involved in the work of such a platform, gathering more than 100 corporate members from industry and public research, contributing to Europe’s ‘strategic energy technology plan’ (SET-Plan) for low-carbon power generation, energy efficiency and greenhouse gas reductions.

    LGI leads this Platform’s secretariat office, supports its working groups, drafts position papers, and proposes communication planning to promote the Platform’s activities internationally.

    Years: Starting 2013

    Sector: Environment

    With a good idea in hand, a leading Nordic university sought to develop an innovative project addressing climate change mitigation.

    LGI assessed the concept, helped in defining the best approach, identified the right partners and set up a consortium. The project addresses the adaptation measures needed in the building sector due to climate change by identifying their vulnerabilities and socio-economic impact.

    Years: 2010-2014

    Sector: Aeronautics, Space, Security & Defence

    Terrorist attacks with biological weapons have become a real public concern – this has been triggered with significant events such as the Anthrax attacks in the US in 2001, or the sarin gas attack in Tokyo back in 1995.

    In 2009, LGI designed a research project with a few key partners, in order to develop breakthrough detection technology for first responders in case of biological attacks. This turned into an actual project called BIO-PROTECT, funded by the European Commission’s Seventh Framework Programme (FP7). LGI coordinates this project, running from 2010 till 2014. Visit the project website  to learn more.

    Years: Since 2012

    Sector: Energy

    Running an international association with approximately 80 corporate members from 20 countries and with different strategic orientations represents a number of challenges.

    LGI supports the association’s management in the administrative, legal and financial operations, along with organising technical forums and high-level events. The support also covers the association’s international stakeholder communication.

    Years: 2008-2009

    Sector: Energy

    Increasing economic, environmental and societal constraints are imposed on operators of fossil fuel-powered electricity generation plants; 2015 will see the entry into force of tightened standards. In this context, operators are shutting down a number of ageing plants. LGI implemented a quality system on behalf an operator for “post-exploitation” operations, and carried out a series of audits with recommendations to prepare for the valorisation of the concerned sites.