Its first effects can be felt quickly:

🔹 mental load begins to decrease
🔹 stress levels fall
🔹 priorities become clearer again
🔹 decisions are made with greater composure
🔹 the ability to take action grows stronger

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Then, as we embed it together:

🔹 tensions begin to ease
🔹 trust returns within teams
🔹 cohesion and engagement grow stronger
🔹 the collective becomes more effective

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Over time, it enables organizations to:

🔹 face multiple, overlapping, and long-lasting crises
🔹 adjust strategy to the realities on the ground created by these crises
🔹 develop teams’ ability to adapt
🔹 enable different generations to work effectively together
🔹 manage stress, emotions, and conflict
🔹 integrate sustainability considerations into managerial decisions
🔹 concretely steer individual and collective performance
🔹 integrate AI as an amplifier of human potential
🔹 anticipate and respond to cyber and human interference threats

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The challenge is to preserve human energy, engagement, and team cohesion over time.

When these weaken, collective performance becomes more fragile and the future of the company may be at risk.

Since the beginning of 2026, companies have had to contend with rising fuel prices, supply chain tensions, wildfires, floods, an exceptionally severe summer drought, and a constant cyber threat.

Alongside these visible shocks are profound transformations: the accelerated integration of AI into everyday work and the need to enable five generations to work effectively together.

The term high intensity has long been part of military vocabulary. In 2023, in his book Au commencement était la guerre, Alain Bauer added the concept of long duration to characterize conflicts that become entrenched over time. High intensity refers to sudden shocks, events that strike hard and fast; long duration refers to a continuous state, with no return to normal, requiring the ability to endure over time.

When we discovered his work, we recognized in his distinction between high intensity and long duration the exact articulation that our managerial model had already established between managerial robustness and sustainability.

We then transposed this distinction into the field of crisis management. This enabled us to clearly formalize the foundation of the vision that has guided our approach since 2019.

Another symbolic interpretation also sheds light on our approach: in Japanese, the word for crisis, kiki (危機), is written with two characters. 危 refers to danger. 機 can evoke a decisive moment, a turning point from which another path can emerge.

For us, this means confronting immediate danger while remaining capable, over time, of mobilizing the resources needed to open a path toward a desirable future for the company.

Faced with this reality, a managerial model must combine two complementary qualities: robustness to face high intensity, and sustainability to navigate long duration.

This is precisely what Augmented Sustainable Leadership© establishes.

Augmented Sustainable Leadership© is a leadership model for high-intensity and long-duration crises that brings together strategic leadership and operational leadership.

It enables leaders to set the course, mobilize their teams, and adapt action to reality in order to successfully deliver their projects and achieve their objectives when crises multiply and endure.

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It is built on six complementary pillars:

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🔹 Taking into account the impacts of societal, climate, technological, and geopolitical transitions that are reshaping the world of work

🔹 Understanding human functioning, based on validated research in the human and social sciences as well as cognitive neuroscience

🔹 Mobilizing the managerial postures and dynamics needed to build and lead fulfilled, engaged teams capable of performing in uncertainty

🔹 Integrating methods drawn from elite units and high-performance sport to prepare and act effectively under pressure over time

🔹 Concretely steering individual and collective performance in order to measure the impact of management and adjust actions to achieve objectives

🔹 Managing hybrid teams in which people fully develop their potential while AI agents absorb automatable tasks

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Augmented Sustainable Leadership© forms the foundation of our work.

We always start with your situation, your challenges, and the objectives to be achieved.

We then define the most appropriate format for our intervention.

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Are you looking to create collective awareness?

Interactive Keynote

In 60 minutes, develop a shared understanding of how multiple, long-lasting crises are changing business, management, and action.

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Do you want to prepare your leaders and managers to act in uncertainty?

Reverse Masterclass in Augmented Sustainable Leadership©

Over two days, participants work from their real-life situations, share their experiences, and build concrete responses for action.

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Do you want to mobilize your teams around a shared challenge?

Tailor-Made Seminar

We design the seminar around your situation and the objective to be achieved, aligning contributions and mobilizing the collective.

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Is your action plan meeting operational reality?

Business Review

In 3 hours with your leadership team:

Take stock → Share the situation → Decide and act.

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Do you need to successfully deliver your action plan over time?

Collective Operational Advisory Support

We work alongside your team over time to clarify the situation, make decisions, take action, measure the results achieved, and adjust as reality evolves.

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Do you need to make decisions and fulfil your role in uncertainty?

Individual Operational Advisory Support

Individual support to step back, clarify your priorities, and strengthen your ability to make decisions and take action in your role.

Our team brings together professionals from the business world and elite units (Special Forces, RAID, DGSE, COMCYBER).

This complementarity enables us to combine perspectives and build a response tailored to each situation.

We mobilize the expertise required according to your situation, your challenges, and the objectives to be achieved.

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Our Areas of Expertise

🔹 Leadership and managerial performance
🔹 Human potential development
🔹 Physical and mental well-being
🔹 Stress and emotional management
🔹 Collective dynamics and performance
🔹 Negotiation and tension management
🔹 Crisis management and crisis cell leadership
🔹 Cybersecurity and interference risks
🔹 Artificial intelligence to amplify human potential
🔹 Steering individual and collective performance

Since we began our careers in operational management 25 years ago, we have been convinced that collective performance precedes economic performance.

By observing the societal, climate, technological, and geopolitical transitions that were emerging, we came to understand that they would generate major strategic disruptions in the world of work.

We anticipated that their combined impacts would generate multiple, long-lasting crises, threatening the long-term viability of companies.

It seemed impossible to us to face such a level of uncertainty and complexity using only the managerial models inherited from the past.

We therefore designed a comprehensive, robust, and sustainable managerial model adapted to high-intensity and long-duration crises.

That is why we called it Augmented Sustainable Leadership©.

It is recognized as a social innovation and was selected to be presented at ChangeNOW in 2025 and 2026 at the Grand Palais in Paris.

It is in Vendée that Rise & Care has its roots, in our first shared managerial experience 25 years ago.

From the very beginning, we wanted to place people at the heart of our management, without yet having all the keys to act with clarity and sound judgment.

Our first management trainer was a former pilot from the Special Forces. He showed us that, in this environment, the human factor is the key to mission success.

He instilled in us the conviction that only the collective can face uncertainty and complexity.

That encounter profoundly shaped our lives as managers.

The subprime crisis reinforced our conviction that existing managerial models were not designed to withstand crises over the long term.

It took another ten years of field experience, experimentation, reading, and reflection to transform that intuition into a model.

In 2019, we began to design and implement it.

It was tested under the most extreme conditions: those of the COVID crisis. In this context of total uncertainty, collective performance made it possible to preserve economic performance.

At the end of that period, we chose to share it by co-founding Rise & Care.

To structure and strengthen our model, we invested in a research and development approach in human and social sciences, in partnership with ETHER, a consulting firm specializing in social innovation.

We chose this status because we believe it is the most committed model for contributing to the sustainable transformation of the world.

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We believe that Education and Leadership have the power to sustainably transform companies and, through them, the world.

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Our Purpose

🔹 Caring for Human Capital and companies as they pursue sustainable transformation strategies guided by the United Nations Sustainable Development Goals (SDGs)

🔹 Helping everyone find their place and contribute to a better way of living together, across present and future generations, while adapting to the environment and ecosystems

🔹 Bridging intergenerational change and climate disruption by highlighting the Earth’s natural capacity to adapt

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Our Three Commitments

🔹 Placing Human Capital at the heart of all our operational advisory engagements

🔹 Actively contributing to the achievement of the United Nations Sustainable Development Goals (SDGs)

🔹 Sharing the principles of Augmented Sustainable Leadership©, fostering the engagement of Human Capital in transforming the world

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In 2019, UNESCO launched the “Futures of Education” initiative. This vision has guided us since the early days of Rise & Care and continues to shape our commitment to Education and Sustainable Leadership.

We have progressively enriched and expanded this approach to develop Augmented Sustainable Leadership© and adapt it for young people as well.

We are also members of the ESD-Net 2030, UNESCO Global Network on Education for Sustainable Development, a global community of practice and an ideas lab for action that fosters knowledge sharing, collaboration, and partnerships to accelerate the implementation of ESD at national, regional, and global levels.

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“Refusing the separation between heart and mind, between business and meaning, between intuition and evidence.”

(ETHER, on Rise & Care, June 2025)