Skills management in key areas such as AI, data, and CSR is becoming increasingly strategic for organizations. It requires a real HR strategy to be deployed to attract and retain the best people and accelerate skills development (upskilling) or even retraining (reskilling).
On the firm side, this approach often requires a certain consolidation to support companies in this movement.
So, on December 5, 2024, Learn Assembly, consultancy firm specializing in employment and skills development, has integrated what a French and European strategy and transformation consulting firm.
Since its creation in 2013, Learn Assembly has worked with the general management and Learning & Development (L&D) of groups such as AXA, LVMH, Orange, or Sopra Steria, public stakeholders (France Travail, Apec, OPCO, regional councils, etc.) and higher education establishments (Sciences Po, Essec Business School) in their strategic, digital and educational developments.
AI: beware of the pure techno-solutionist approach
- “Training is a major strategic issue. If we allow issues of skills and training to be used as an instrument of soft power by international actors, we deprive ourselves of our potential for sovereignty, reindustrialization, and our capacity for influence and excellence.
- Competence is an essential lever on these levels. We have strong convictions in the defense of a European and French social contract, centered on a social model which involves the development of skills, access to education, and continuing training, which are specific features of our model. “, declared Antoine Amiel, founder and president of Learn Assembly on December 12 on News Tank.
He notably addressed the role of AI in training.
- “The effectiveness of trainers and training with AI is a subject that we address, but with particular attention to not falling into a techno-solutionist approach.
- It is important not to believe that AI alone can solve all training and skills problems. Current challenges include fundamental topics such as the attractiveness of professions, remuneration, social and geographical mobility, as well as career paths.
- Nor can AI replace the necessary work on human capital and the social contract between the individual and the company. For example, in sectors like energy, ecological transition or digital, where thousands of positions remain vacant, AI will not be enough to meet these needs. These issues require structural and global solutions,” explains Antoine Amiel.
Talents and skills: assets to be valued
On Kéa's side, the integration of Learn Assembly is part of an overall strategy to strengthen the firm's positioning on major topics for general management: strategy, impact, data, and HR management. Antoine Amiel's consulting firm aims to strengthen the Impact & Responsible Transformation (ITR) and People division of Kéa and beyond.
“The partnership with Learn Assembly is fully in line with this vision. It reflects our conviction that talents and skills are not simple adjustment variables, but strategic assets to be valued. Together, with the Kéa teams, we are consolidating a dedicated division, called 'People Development & Engagement', to support companies in their transformations by placing people at the heart of projects,” declares Arnaud Gangloff, Senior Partner and President of the Kéa groupto News Tank in the cross-interview developed with Antoine Amiel.
This merger is part of the DareWin strategic plan, which was launched in 2020 and which materialized through 11 external growth operations. For example, let us cite the cases:
- integration of Arkos, a firm specializing in the deployment of large-scale transformation projects (2021),
- takeover of Ylios, a strategy consulting firm (2022),
- the acquisition of a stake in Néovian (private equity) and in iQo (management consulting firm) in 2024,
- of the acquisition of Veltys, a consulting firm specializing in data intelligence in September 2024.
The 3 major axes of the DareWin plan according to Arnaud Gangloff
• « Technology : We wanted to intensify our presence in the technological field by integrating companies specializing in digital and data.
• Impact : Faithful to our status as a mission-driven company, we have strengthened our teams, particularly at Kéa, and integrated several structures in order to better respond to the challenges of environmental, social and societal responsibility.
• Talents et engagement : Talent development and employee engagement constitute a central strategic issue. Major transitions, whether environmental or technological, cannot be successful without the support of teams. We have therefore given particular importance to this dimension by integrating specialized players. »
“AI therefore impacts 2 major dimensions. For our clients, it represents a lever for innovation and strategic transformation. For our profession, it redefines the way of practicing strategy and transformation consulting. These developments concern all aspects of our activity, beyond the L&D part embodied by Antoine Amiel. AI is therefore a key factor in development, both for our clients and for our own internal practices,” declares Arnaud Gangloff.
By 2026, the Kéa Group is targeting a total turnover of 100 million euros. It has a network of 900 consultants with 16 offices in 13 countries, including 220 in France.
It is advancing in 10 key sectors: distribution, mass consumption & agri-food, luxury, industry, financial & professional services, construction & real estate, private equity, energy, mobility & logistics, ESS.
(RH Matin is a News Tank RH media site)
