Study day, December 15th, 2020

"Technical and Managerial Innovation: From Singularity to Convergence"
In partnership with IAE Paris 1 La Sorbonne

Cime Management meeting, October 13th 2020

"Workspaces, culture and managerial innovation"

Cime Expertise meeting, October 6th, 2020

« Design and transformation of the R&D workspaces: issues and prospects »

Cime Notebook N°2

"What about agility in a R&D context ? "

(paper on request or downloadable from our website private area)

Cime Notebook N°1

"Managerial innovation in all its dimensions"

(paper on request or downloadable from our website private area)

Learning expedition in Israel, rescheduled in 2021 (from June 7th to 10th)

Israel as a start-up nation: a technological or managerial success?

Cime Management, June 17th, 2020

The favorite company cases and lessons learned by The French “Baroudeurs” during their managerial innovation trip in 2018

Ethic rules

Due the confidential nature of the documents in CIME's private space and the obligation to protect intellectual property, we ask you to strictly respect this confidentiality (no distribution or use of the material is allowed without prior consent from CIME or the owner company/organization. When use is authorised proper citation of documentary sources is required).

About us

Based on the notion that “Innovation is above all about managing innovation” CIME is an association which brings together company executives, HR directors, managers, researchers, and practitioners, to share and develop knowledge in the field of innovation management.


CIME, Circle for Innovation and the Management of Expertise

CIME, Circle for Innovation in Management in Enterprises

By joining CIME you gain access to both Circles


A laboratory for experimentation and innovation,

A space for exchange and professionalization,

A resource centre focusing on action research, the sharing of experience, and co-construction.


An association with a Scientific Council and a network of researchers in France and abroad.

A member of the Chair of Change, Anticipation and Innovation at IAE Paris 1 La Sorbonne

A member of the Chair of Human Capital and Innovation at IAE Grenoble




In a “VUCA” (Volatile, Uncertain, Complex and Ambiguous) world, turned on its head by digital technology and new practices, at a time when companies are pressured to innovate to survive, transformation is essential and managerial innovation is becoming a major issue.

In addition, new practices abound, such as the development of learning networks, creative approaches, collaborative and empowering modes of work, liberated companies, and new workspaces. But what does innovation in management mean when much has already been done? And when not everything appears to be transposable? Which route should we adopt? How should we proceed?

The ambition of the CIME is to contribute to understanding and action by helping its members answer these questions via a systemic and critical method ranging beyond  the observation of practices. In what way is an approach innovative? What impact does it have on the organization, on its notion of performance, on human resources, skill management, and  the support given to managers?

How can the notion of the intention or the capacity to innovate in management be taken into consideration? And how do we go about carrying out transformations in the contexts of individual companies?


Globalisation of research, the growing influence of the market, the need to optimize costs, and the increasing need to innovate, seriously challenges the traditional research in the management of expertise, placing it within a specific field on a par with that of management research. Hybridization is becoming necessary for the empowerment of experts in business strategies and of HR directors in discussions on expertise, for the development of career paths favouring “mixed” profiles, and for achieving a balance between R&D at global and local levels.

The prevailing notion today is to think of the management of expertise in terms of a three-pronged dynamic approach:

Strategy => Management of expertise => Management of experts

Such an approach leads to organizational, managerial and HRM consequences in identifying strategic areas of expertise, anticipating the necessary skills, finding a balance between the challenges for the various actors (technical, HR, business), and promoting the creative potential of experts.

It is CIME Expertise’s ambition to explore and innovate to help companies face up to these challenges!

Contact us