Jérémie Aboiron: ‘Psychology and management go hand in hand’
Jérémie Aboiron is the founder and director of Neofaculty, a FEDE-member training institution specialising in management and the humanities. In the interview below he tells us about the ethos of his institution and its recent developments.
You are the director of Neofaculty, founded in 1998. Can you tell us a little more about the origins and nature of your institution?
The original idea behind Neofaculty in 1998 was to create a Learning Management System (e-learning) for the Université de Médecine in Créteil. News of the success of this initial project spread throughout the higher education sector and attracted a large number of educational actors.
In 2000 we signed a major contract with Sciences Po in Paris. This enabled us to break into academic activity: we began developing teaching projects using cutting-edge technology.
It was not until 2009 that Neofaculty became established as a professional training organisation and became a key partner for universities and business schools in France and abroad.
We joined the FEDE in 2018 in order to offer certificate/degree programmes and thereby begin a new stage in our development.
We currently offer programmes in management and the humanities.
You work in both France and Spain. Generally speaking, how would you describe the demands of learners in these two countries?
The demands are exactly the same, be it in France, in Spain or anywhere else in the world. Up until recently we only worked with businesses in the context of professional training and seminars. In this area all businesses face the same issues: adapting employee skills to the needs of the business and to various market developments.
What trends have you observed in Spain?
I can’t generalise for the whole country, but I can say that in Catalonia the training sector is developing fast and has a strong international flavour – which is not what we are seeing in French educational institutions.
You have written three books published by Neofaculty Publishing (NFP) and translated into several languages: Management stratégique et financier [Strategic and Financial Management], Psychologie sociale [Social Psychology] and Business and Marketing Intelligence. Can you give us an overview?
Management stratégique et financier [Strategic and financial management] groups together the most popular theories used by businesses at the strategic and financial levels. Examples and case studies are provided to illustrate the theories.
The book is divided into three main parts. The first is dedicated to strategic management, the second to competitive intelligence and the last to financial analysis.
The book can also be used by business directors in order to plan their strategies, carry out financial audits or evaluate acquisitions and mergers in advance.
The second book; Business and Marketing Intelligence, is only available in English and is principally aimed at marketing students and those in charge of organisation and strategy. The book brings together the methods most frequently used by businesses in terms of strategy management and marketing. The book’s argument is structured around three main sections. The first focuses on economic intelligence; the second deals with marketing strategies; and the last one presents an interdisciplinary vision of marketing practices.
Your later books have less of an economic and more of a psychological focus. Would you say that was a turning point? Or is it a form of continuity?
I’d say my focus was more on management than economics, and it’s my firm conviction that psychology and management go hand in hand.
Psychologie sociale [Social Psychology] sets out the most useful theories and methods for managers and business directors to use on a day-to-day basis. Developing human capital is an essential factor for business success, but it requires a consistent balance between the needs of the business and its employees.
It is this double task that we address in the book. It is organised around three concepts — the individual, the group and the organisation as a whole. The aim is to understand the basic principles needed to build a positive working environment and improve conditions while still prioritising business performance.
The book is intended for management students, managers and business directors. It contains both theory and practice: the concepts addressed are accompanied by real-life case studies.
What are your future plans?
In the short term we plan to expand the range of certificate and degree courses we offer and to keep on publishing books aimed at students and academics.