Heading towards 2030: From Strategy to Impact, When Decision-Making Becomes an Act of Leadership

By Sylvain Cofsky, Sofiane Benyouci and Jean-Philippe Gagnon, Partners at Innovitech

We are living in a time when strategy is both omnipresent and fragile. Organizations have never produced so many plans, diagnoses and roadmaps. Yet these exercises too often struggle to translate into clear decisions and, above all, into actions capable of producing a real and lasting impact.

It is in this context that strategy must return to what it should have always been: the ability to decide and act.

When Strategy Ceases to be an Intellectual Exercise

For a long time, strategy was an exercise in clarification: defining an ambition, identifying priority areas, producing a plan. However, in the structuring sectors of the economy, which are capital-intensive, highly regulated and exposed to issues of sovereignty, security or competitiveness, this approach quickly reaches its limits.

Today, a strategy is only valuable if it incorporates, from the outset, the real constraints of its implementation: governance, financing, acceptability and organizational capabilities. Strategy is no longer a deliverable. It has become a capacity to arbitrate and to act over time.

Based on this understanding, Innovitech’s partners and teams have clarified the course that will guide the firm towards 2030.

This reflection has led to a conscious evolution in our approach. Innovitech does not position itself as a firm that merely formulates guidelines, but as a strategic consulting firm, committed to working with company management throughout the entire decision-making cycle: from strategic decisions to implementation support, where strategies come up against the constraints of reality.

A Strategy Firm Focused on Execution

In practice, this means working as close as possible to decision-making arenas, often in complex, imperfectly mapped environments, while also supporting organizations where those decisions meet organizational, political, and human realities.

Our mandates rarely begin with ready-made answers. They start with a demanding clarification effort: identifying which decisions truly need to be made, which trade-offs have been deferred, and where the real execution risks lie.

This position enables us to support our clients beyond strategic formulation alone, by structuring the conditions for success: robust governance frameworks, appropriate financing mechanisms, relevant partnerships, realistic investment phasing, and the strengthening of internal capabilities required for delivery.

Sectors Where Decisions Commit the Long Term

This approach is particularly relevant in sectors where strategic decisions extend well beyond a single budget cycle or executive mandate. Life sciences, aerospace, advanced air mobility, security and defense, economic development, and innovation communities are fields in which every choice involves significant investments, complex value chains, and responsibilities that far exceed the boundaries of any one organization.

In such environments, identifying opportunities or articulating ambitions is not enough. What is required is the ability to make clear choices, to assume the trade-offs they entail, and to build trajectories capable of withstanding economic cycles, political shifts, and technological disruptions.

Innovation as a Strategic Lever, Never an End in Itself

At Innovitech, innovation is not an end in and of itself. It is approached as a strategic lever, mobilized in support of clearly defined objectives: performance, competitiveness, resilience, and sovereignty.

Innovation requires discernment: deciding where to invest, when to accelerate, with which partners, and according to which priorities. It calls for a nuanced understanding of value chains, a rigorous grasp of regulatory frameworks, and a realistic assessment of organizational capabilities.

This approach leads us to operate at the intersection of strategy, engineering, governance, and financing, where structuring decisions are made and where systemic transformation takes shape.

2030: Restoring Strategy to Its Core Purpose

By 2030, our ambition is deliberately clear: to help restore strategy to its original purpose: supporting decision-making and action in conditions of uncertainty.

Rooted in Quebec and looking outward, Innovitech is strengthening its role as a consulting firm for executives, boards of directors, and public decision-makers. Our objective is to turn complexity into deliberate decisions and then translate them into tangible results.