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The Academic Director’s point of view

"The educational dynamics were based on the notion of "experiential journey" in which the trainees built an innovative project in partnership with the French Red Cross using a series of  "educational stopovers".
The basic principle is to do in order to learn, and not vice versa. Based on a real project, the trainees created innovative business models. After the first prototypes, REUNICA was able to both initiate new strategic dynamics and  inject a more enterprising managerial culture into the company."

Sylvain Bureau,
Associate Professor,
ESCP Europe

Entrepreneurship Chair ESCP Europe EY BNP Paribas

What the trainees thought

"Highly enriching programme, bringing new working methodologies and thought, new practices; with amazing results."

"It makes you want to continue projects; to implement them."

"Very rewarding training, which really helped pinpoint the concept of innovation"

“Thinking outside of the box"

"Destabilising practices, really unusual"

" Regular coaching by the teaching team"

"Wonderful experience: afterwards, you can produce innovative quality results very quickly."

Reunica's managers in Executive Education at ESCP Europe
Reunica's managers in Executive Education at ESCP Europe
Reunica's managers in Executive Education at ESCP Europe
Reunica's managers in Executive Education at ESCP Europe

Executive Education: Customised programmes for companies

Focus on the Reunica "Research, innovation & management" Programme

An educational journey towards innovation…

Reunica's managers in Executive Education at ESCP Europe

30 REUNICA managers went on an original educational journey to the heart of issues related to research, innovation and management at ESCP Europe.
A few months later, Philippe de Vaugiraud, Head of the HR Development & Training Department at REUNICA, gave feedback on this experience, having managed and participated in it personally.

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Philippe de Vaugiraud Head of the HR Development & Training Department at REUNICA

5 questions for

Philippe de Vaugiraud,
Head of the HR Development & Training Department,
REUNICA

 

Why this programme? And in what context?

REUNICA, a joint organisation whose identity is anchored in the private retirement and health insurance sector, wondered how to reinvent itself so as to be closer to social concerns. Consequently, I started consultation for a training programme in 2012. At the heart of this challenge was the need to anticipate changes in the social sector and reaffirm our original vocation through innovative thinking. In essence, this approach had to both enhance performance and create collective values (foster creativity and federate). Therefore, we were looking for a new and original training programme which would reflect our forward-thinking and innovative dynamics. We decided to entrust the design of this programme to ESCP Europe.

What are the goals of this programme?

The objectives are twofold. Firstly, to enable managers to develop their skills and learn new managerial practices by opening up new horizons. It is by accompanying them and enabling them to reinvent themselves, that we help them to attain a position in which they can innovate and encourage their employees to do the same.
Then, there was also the question of contributing to a managerial community. This was new for REUNICA, and it is through these management training programmes, starting in 2008/2009, that we began to develop the concept of manager identity. This is something really important for a group like ours, whose aim is to develop and federate collective structures. What makes our strength is our human capital: the men and women of REUNICA.

Why did you choose to work with ESCP Europe?

What first made a difference was the initial proposal, or rather ESCP Europe’s formalisation thereof. We had the feeling it was essential for ESCP Europe to meet our needs precisely, and this was initially a very important point.
We really liked the originality of the approach. The proposal was surprising and original; we were doing something we had never done before. We were not looking for anything traditional, especially for the N-1 of the Executive Committee: our most senior managers.
We needed to have something attractive and beyond the usual framework. Finally, what particularly impressed us is the identification of the exact managerial skills that are worked on in this programme, and to link each session to the skills involved. We liked this approach because it is not so common.
From now on, we have a programme skills list and the idea is to look at what types of skills are developed in the different training programmes.
It is ESCP Europe that gave us this idea.

Did this collaboration with ESCP Europe enable you to re-examine other practices?

Yes. For our management training we are now looking for experiential elements which may include phases of destabilisation.
The idea is to confront the trainees with a situation in which they are faced with the unexpected, as often happens in their jobs. The educational benefit of these elements increases the efficiency of the training without a doubt.

It is surely too early for a ROI for the training, but what can you say after 6 months?

It is always very difficult to measure such things. The impact of the training is difficult to assess, as one of the strategic priorities of the company is innovation. The General Management encourages all of us to find new ideas, and this is the case for all areas. We ask employees to come up with ideas to work in other ways.
The training programme has really opened up new ways to us. For example, the next tender specifications, which are currently being finalised, have been envisaged differently.

Contact: Paris campus

Karine Maxence

Email
+ 33 1 55 65 56 30

Reunica's managers in Executive Education at ESCP Europe