Executive Summary in English

INNOVATION AND TALENT MANAGEMENT: WHAT CAN FRENCH COMPANIES LEARN FROM THE CASE OF ISRAEL?

This study presents the main insights from a learning expedition organized by CIME Innovation in November 2022 in Israel. These findings helped analyze the conditions and mechanisms that foster technological innovation and talent management in the country. Despite the uniqueness of Israel’s context, the study also outlines inspiring avenues for French companies. Israel is a unique country: in this relatively young state (founded in 1948), with a small population (9 million inhabitants) occupying a modest area (the size of a French « département »), there is one start-up for every 1,300 people — three times more than in France. A combination of socio-cultural factors contributes to this result: diversity of origins and cultures, a robust network of incubators and funders, the structuring role of the military, significant technological investment policies from both private and public sectors, as well as values such as commitment, creativity, flexibility, and a survival culture in a threatening environment. In other words, while innovation in Israel, as elsewhere, is supported by an ecosystem, it also stems from specific attitudes, values, and methods. Talent management is also notably distinctive in Israel: potential is identified as early as age 12 and continues to be evaluated during the mandatory military service for the entire population. The focus is not only on high-potential candidates for scientific and technological studies but also on neurodivergent individuals or those who bloom later. These processes aim to develop the « skills of the future, » grounded in the principles of Chutzpah: analytical and innovative thinking, complex problem-solving, leadership and social influence, and emotional intelligence. Despite the country’s unique context, several takeaways can inspire French companies. To better manage innovation: use a sense of urgency sparingly (even Israel, used to crisis, experiences periods of respite); renew storytelling by learning to reinvent one’s narrative; expand innovation contexts beyond traditional co-working spaces or clusters. In terms of talent management, Israel’s example suggests promoting diversity beyond recruitment (e.g., in project monitoring or leadership roles); diversifying learning formats, both internal and external; and bringing celebration back into the workplace.

The study offers a summary framework, and helps readers identify the necessary conditions for fostering innovation, the management principles that can support its emergence, and fresh approaches to talent management.