What the roundtable highlighted<\/a><\/p>\n Barriers now clearly identified<\/a><\/p>\n Action pathways already underway\u2026 and to be consolidated<\/a><\/p>\n Conclusion: turning momentum into collective action<\/a><\/p>\n In recent years, doctoral education has received renewed attention in public policies and innovation strategies. The colloquium organized by ANRT<\/a> and the work carried out as part of the national plan for doctoral education, notably resulting in the report led by Sylvie Pommier and Xavier Lazarus<\/a>, have driven a collective reflection on its recognition and its place in society.<\/p>\n In this context, a key conviction is gradually emerging: doctoral training represents a strategic asset for organizations, provided that the conditions for its recognition and integration are effectively in place<\/strong>.<\/p>\n It is precisely within this perspective that the roundtable held during the ABG 2026 General Assembly<\/strong> was organized. By bringing together academic, economic and institutional stakeholders<\/strong>, the objective was to:<\/p>\n Because a paradox remains: doctoral training has never been so visible\u2026 and yet it remains insufficiently integrated into companies<\/strong><\/span>. Why does this gap persist between growing recognition and still limited integration? And above all, how can we move from numerous (but often fragmented) initiatives to a more coordinated dynamic, organized and sustained over time?<\/p>\n A first key takeaway emerges: the recognition of doctoral training is progressing, but remains incomplete<\/strong>.<\/p>\n As highlighted by Patrick Schmitt, this evolution is the result of long-term efforts combining communication campaigns, collective initiatives<\/strong>, and visibility-enhancing formats<\/strong> such as \u201cMy Thesis in 180 Seconds\u201d<\/a>. These initiatives have helped shift perceptions and make doctoral competencies more visible.<\/p>\n However, this recognition remains fragile. It does not consistently translate into recruitment practices or corporate strategies<\/strong>. The anecdote shared at the beginning \u2014 that of a MEDEF leader discovering the level of remuneration of a PhD candidate and exclaiming, \u201cis it that low?\u201d \u2014 illustrates this persistent gap between the real value of doctoral skills and their economic recognition.<\/p>\n A second major point, emphasized by Val\u00e9rie Patrin and widely shared, concerns the nature of the issue itself. Contrary to a common misconception, this is not a matter of lacking skills<\/strong>. PhD graduates are recognized for the strength of their training, their analytical abilities and their adaptability. The real challenge lies elsewhere: in their ability to project themselves<\/strong> and translate their competencies into other environments<\/a>.<\/p>\n As she also pointed out, \u201cas long as PhD candidates do not feel legitimate, they do not project themselves.\u201d This issue of posture, self-perception, and understanding of socio-economic expectations appears to be a decisive factor.<\/p>\n Finally, discussions broadened the scope beyond companies alone. The recognition of doctoral training is also a broader cultural issue<\/strong>, linked to the general lack of awareness about this degree and persistent misconceptions about what a \u201cdoctor\u201d is. International comparisons show that this situation is not inevitable.<\/p>\n As the diagnosis becomes clearer, several barriers now stand out more distinctly.<\/p>\n Beyond the observations, the roundtable highlighted concrete action levers, some already underway, others still being consolidated.<\/p>\n At the end of the discussions, one observation stands out: ideas, initiatives and best practices already exist in abundance<\/strong>.<\/p>\n The real challenge is no longer so much to identify new solutions, but to connect them, coordinate them, scale them up, help them spread, and ensure their sustainability over time<\/strong>.<\/p>\n This requires stronger ties between stakeholders, better sharing of feedback and experience, and the development of shared tools to enable scaling. It also calls for continued efforts to promote the value of doctoral training, relying more strongly on objective data and concrete examples.<\/p>\n In this context, ABG is taking the initiative to extend these exchanges by launching a dedicated working group, in collaboration with its partners and the PhD ambassadors.<\/p>\n Are you representing an institution, a company or an organization involved in these challenges
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Roundtable speakers<\/h3>\n
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What the roundtable highlighted<\/h2>\n
Barriers now clearly identified<\/h2>\n
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\n\tA particularly relevant point was raised: the importance of early engagement. As Patrick Schmitt noted, the most successful integrations are those built from the earliest stages of the pathway<\/strong>, notably through Master\u2019s internships or early collaborations. The earlier this mutual acculturation occurs, the smoother the later integration of PhD graduates into companies.<\/li>\nAction pathways already underway\u2026 and to be consolidated<\/h2>\n
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\n\tIn addition, long-standing schemes remain central. As Pascal Giat recalled, CIFRE is a major lever for bringing research and companies closer together, with one notable feature: the strong representation of humanities and social sciences \u2014 around 30% \u2014 making it the leading disciplinary group in terms of volume.<\/li>\nConclusion: turning momentum into collective action<\/h2>\n
\n(university, local authority, incubator, association\u2026)?<\/p>\n