Nicolas Bartel

Partner

Putting the men and women of our organizations at the heart of our concerns, and making the most of our «human capital», means continually reexamining our human resources management, to bring it into line with the world's modernity and even anticipate future trends, and make it a place of innovation. It also means understanding and accepting that developing and nurturing relationships between employees is just as crucial to a company as optimizing its production facilities (and even totally interdependent).

Areas of intervention

Sectors

Public Sector
Innovation and new technologies

Consulting expertise

Complex project management
HR Mobilization and Transformation
Change management
Innovation and collective intelligence

Additional mandates

Member of Comex

Expert for

Club Entreprise et Mémoire - Institut Choiseul and Observatoire B2V des Mémoires

Training and Certifications

Organization coach
Master's Certificate in Corporate Memory «drawing inspiration from the past to innovate and build the future» - Dauphine PSL Exécutives 2025.
Master's degree in flow organization and production management ENSAM 1995
Neoma Business School 1994

In a nutshell

20+ years of consulting expertise
Partner since 2010
Specialist in HR transformation and mobilizing human capital
Expert in public sector transformation,

Contributions and books by our expert

Our job is also to reflect, decipher and share. Here you'll find our analyses, our convictions and our short formats.

Public Sector

Corporate memory: a strategic asset for driving transformation

In a world where organizations are evolving under the continuous pressure of ecological, technological, social and economic transitions, transformation has become a permanent management mode.

Public Sector

Insights - Memory and customer relations

Memory, an under-exploited strategic lever in customer relations : Marketing and sales departments are investing massively in data to personalize the customer experience, but what about memory in this relationship?

Public Sector

Why aren't those responsible (always)?

It's not uncommon, indeed common, to hear employees denounce their managers' lack of "courage", making "managerial courage" a key factor in their assessment of their hierarchy's performance.