- Directeur général, Dean, Education, Business school, Leadership, Management, Innovation, Keynote Speaker / conférencier
Diplômé de l’ESSEC, docteur en psychologie, docteur en philosophie, et titulaire d’une habilitation à diriger des recherches (HDR) en sciences de gestion.
Directeur général de Grenoble Ecole de Management (GEM*).
Élu en juin 2017 Vice-président de la Conférence des Grandes Écoles (CGE) ; élu en mai 2014, et réélu en mai 2016, Président du Chapitre des grandes écoles de management.
Directeur de la Pédagogie (2001-2012), Directeur de la Recherche (2001-2011) ; Doyen du Corps Professoral (2000-2009) ; Directeur de la Doctoral School (2006-2011) (programmes DBA et PhD) ; Directeur adjoint de GEM (2004-2012), Loïck Roche a commencé sa carrière comme consultant puis dirigeant d’un cabinet conseil.
Spécialiste du management, du leadership, du bien-être des personnes et de la performance des organisations. À l’origine en France, avec John Sadowsky, du concept de Slow Management, et du lien entre storytelling et leadership authentique, auteur ou coauteur d’une trentaine d’ouvrages et essais, il est le créateur de La Théorie du Lotissement (ouvrage publié aux PUG, 2016).
* GEM a été créée en 1984 sur un positionnement unique : management technologique, innovation, entrepreneuriat (MTIE).
Notre mission : accompagner la performance des entreprises.
Notre vision : faire plus que de la formation et de la recherche. Devenir une des business schools les plus influentes en Europe, avoir un impact sur le monde de l'enseignement en sciences de gestion, sur les entreprises et sur la société.
Une stratégie d'alliances : devenir une marque de référence en MTIE et réussir à passer d'une "Business School" à une "School for Business for Society".
Notre ambition la plus haute : contribuer au bien-être de la société et donc à son progrès.
GEM est accréditée AACSB, EQUIS, AMBA ; budget 2016 : 60 M€ ; nombre d'étudiants (formations initiales et Executive Education) : 8500 ; nombre de collaborateurs : 450 ; nombre d'intervenants : 900 ; nombre d'heures d'enseignement par an : 55000.
Loick Roche is currently Dean & Director General of Grenoble Ecole de Management (Grenoble Business School) - accredited EQUIS, AACSB, AMBA. This French Graduate Business School has over 8500 students and offers programs ranging from Masters’ Degrees (MSc, MIB, MBA) to DBA and PhD – notably in the fields of management technology, innovation and entrepreneurship.
Graduate of ESSEC Business School, he holds a Ph.D. in Psychology, a Ph.D. in Philosophy and a post-doctorate degree (HDR – Accreditation to supervise Research) in Management Sciences. He began his career as a Consultant in HR and Organizations in 1988.
In 1990, he founded a consulting firm in Organizations and Management.
In 1995, he joins Grenoble Ecole de Management as a research faculty member. Since 1995, he also held the positions of Management and Technology Department Manager (1996 -2000); Faculty Dean (2001 - 2009); Associate Dean for Academics, Research and Faculty (2002 - 2012); Associate Director (2004 - 2012); Director of the Doctoral School (2006 - 2011); Vice-Dean (2011 - 2012). Since the 1st July 2012, he is Dean and Director of Grenoble Ecole de Management. He was elected in May 2014 and reelected in May 2016 President of the group of the French business schools.
Expert in leadership and management, well-being at work, performance of businesses. He is author or co-author of over thirty books.
Grenoble Ecole de Management
à décembre 2011
Détails de l'expérience
- HOW I STIMULATE SCIENTIFIC PRODUCTION AMONG ACADEMICS: MY GEM EXPERIENCE AS DIRECTOR OF RESEARCH
…AND BEYOND ONE EXAMPLE OF MY PHILOSOPHY AND VALUES THAT I WORK EVERY DAY TO IMPLEMENT IN GEM BECAUSE I AM CONVINCED THAT THIS IS THE SECRET OF A SUCCESSFUL AND SUSTAINABLE PERFORMANCE
Our research program started 12 years ago.
In our School like in the majority of the little business schools in France, Research was nonexistent we had only the occasional interviews or publications in some specialized journals. Naturally it was not at all the case for the best schools in France (INSEAD, HEC, ESSEC...).
The necessary recognition by the academic community of the EQUIS & AACSB’s accreditations has been the greatest change and the most important opportunity for Schools and we in Grenoble would benefit from it too.
We were a small institution with limited communication tools which unable us to be recognised for our standards and values, the different rankings ignored us.
At this time we realised that we had a great opportunity in front of us, by working very hard we would now be able to enter into a tough competition.
In the late 90s when we applied for the EQUIS’ accreditation, it came as no surprise that we failed, we had no publication.
PUBLICATION IMPLEMENTATION AT THE GRENOBLE ECOLE DE MANAGEMENT
We meet and we agreed on the 2 following items:
1/ To have a new mission
2/ Managers should take a proactive approach to publication
1/ Our mission would be to meet the requirements and to publish, which means:
- To support the company performances by providing skills and competences based on a formal commitment from
innovative teaching to applied research.
- For a continuous improvement of its intellectual input in professional and academic programs
- To promote responsible (or professional) practices in companies based on technology and innovation management
- And finally our international development program contributes
• To respond to student multicultural training needs
• To collaborate with teacher exchange programs
• To look for new business partners among local, national and international companies
The concept of employment was maintained
The competences were represented by the students
The knowledge and expertise were validated by the applied research
2/ Starting from scratch and moving forward to become efficient and competitive request a good proactive management plan:
1. Recruit new professors
2. And recruit the best one
CHOICE No 1 was not my idea of good management.
When you have been working with people for sometimes you do not get rid of them under those circumstances if you believe in management.
You work very hard
You focus on progress
You increase knowledge and expertise
CHOICE No 2 would have been a mistake.
Recruiting professors with a strong research background would mean a much higher salary than the professors in place. It would have caused some internal conflicts and would have killed the team spirit altogether.
So I chose a 3rd strategy, which was more difficult, long lasting, but very professional and in accordance with our values.
It took us 5 years to put in place this strategy by:
1/ making the teachers aware of the publication’s needs
2/ demonstrating their ability to write and publish
3/ to train professors to do research
4/ recruiting gradually professors with stronger expertise in writing and publishing
5/ developing along the way a real publication’s commitment in our school
1/ to make the teachers aware of the publication’s needs:
- Some studies show the correlation between research performances and classroom performances.
- The importance to pull research results into use, in this case in the classroom
- The importance to be recognised as an Institution doing research to attract and recruit foreign professors
2/ to demonstrate their ability to write and publish:
- to give them access to material available in research like seminars, journals or books
- to encourage them to participate in conferences
- to fix some basic goals to start with
- to give them the time to write and publish according to their abilities (articles in specialized or non specialized
press, case studies, chapter of a reference work…)
- and for the professors in need of gaining confidence in this task, to encourage them to write in collaboration with
3/ to train Professors to do research:
- our goal is to help the teachers through their thesis in a French or English university
- this step forward change completely the staff profile
- for the one having already a thesis we have been developing some collaboration between different well known
4/ to recruit gradually professors with stronger expertise in writing and publishing
- research has been growing gradually, as well as becoming better known, the school increase its reputation.
- The application standards increase each year
- Nevertheless the recruited teachers should comply with 3 criteria, which are
1. To be an excellent classroom teacher (1st teaching requirement in our school);
2. To be part of our existing team which means to share our team spirit, our values and performances, to be tolerant
and to be in alliance with others partners;
3. and finally to be an excellent researcher Professor dedicated to technology and innovation, as being part of the
Technology and Innovation Management team of our School.
5/ to gain and to disseminate a research/innovation culture within the GEM:
First to acknowledge and to comply slowly with the international standards.
For example, we had our own list of journals; a large selection of journals to encourage and to enhance each individual’s potential of the teachers publishing in them.
Then, we reduced our own list by selecting only the journals complying with the standards of the top French schools like the ESSEC Business School and now the CNRS. The French Scientific Research Center.
This work has been validated by the opening of a pre-doctoral school DBA with 2 programs: one section with 330 students in the world and another one for PHD students.
A SHORT ASSESSMENT
1. About the results;
2. What remains to be done to reach our goals.
1. The results: we came up with some fast results which meet my expectations.
Starting from scratch we did our best to succeed, it was a mix of motivation, the right strategy and a good management plan.
Here is an example to give you a better idea; today our School is among the best French academic institutions. Our research is recognized as relevant and rigorous. Our research is aimed four main audiences: businesses, students, society, the academic community.
Those results have been validated by the official accreditation institute.
2. What remains to be done to reach our goals:
We still have a long way to go and we are looking forward to that.
Among our stakes, we have to harden our requirements.
An other goal is to take the Financial Time publication list as being our references.
We have other challenges in mind, we would like to develop:
A contract research program
Some partnerships with private companies
To create more chair positions
This is our stakes in the years to come.
In the same way we have developed some “studies reflex” we would like strongly increase our “enterprise reflex” too.
One important information about this project is our budget.
We work on a very tight budget.
Our School of Management does not receive any funding except the one from the CCI, Grenoble chamber of commerce, to whom we belong.
The CCI gives us 1.2 millions euros (each year) which represent now much less 3% of the running cost of the school and the 97, …% left come from the student fees and our work with companies.
We are talking here about one experience not about one example. Beyond the fact that we were very motivated, we had the right strategy and a very good management plan, the main factor of our success is our ability to respect each other, and this has been the starting point of the future of our school.