For the third time, Discngine is ranked among the TOP500 fastest-growing companies in France (ranking by Les Echos - leading financial newspaper in France). 

We are delighted to be included in this select group of companies! This is the result of the trust that our customers have placed in us again this year. We would like to thank all of them.

This recurring success makes us pause for some self-reflection. We believe that our sustained growth in recent years not only confirms the relevance of our products and services, but also validates our organizational model.

To be frank, our growth is not linked to one particular activity or to one successful product that has outperformed in the marketplace (though such a result would have been very satisfying 😉). Instead, all of our activities have experienced steady and uninterrupted revenue growth for now 16 years. This consistency has enabled us over time to achieve our current high-performance level.

How does our model contribute to our performance?
We define Discngine as a "composable" company. And we recognize ourselves in this definition from Gartner:

We observe that ecosystems are better able to satisfy unmet and undermet needs than individual enterprises. This is why Discngine orchestrates and engages in many ecosystems with the aim to address current and future challenges of drug discovery.

In a few words, this is how we rolled it out. Our model is based on three complementary pillars.

1. Composable thinking

Whether it is for customer projects, the development of a new solution, or the deployment of an internal project, our first reaction is composable thinking.

We first try to find existing resources that best address each element of the new problem we are facing. These resources may be available internally, from our partners, from our customers, or even ... from our competitors. Developing a new asset is the last option.

We design assemblages (technological, workflow ...) that guarantee the optimal interaction between these digital assets and their precise integration into the existing environment. 

Throughout the process, using UX Design and agile principles we make sure that the solution we create is perfectly usable and that the stakeholders take ownership of it.

2. Composable structure 

This part of our model is hard to fully explain without greater detail, but here are a few examples of what we have implemented that will help you get a glimpse of how we organize ourselves: 

To develop our projects, we rely on our internal experts, most of whom have dual expertise in science and informatics. Our team members are freely organized into teams, whose size and composition vary over time according to a project's contingencies. Each team defines its needs (equipment and workforce) according to its objectives.

For functions that are out of our core business, yet essential to our development (finance, marketing...), we have chosen a hybrid organization. Our external partners have been collaborating for years with our internal staff, interacting with the teams, using our tools, and relying on our internal processes, just as if they were an integral part of the company (in fact, they are part of the company...).

We are strategically creating more and more long-term collaborations with multiple software and cloud providers on the market. These close and long-lasting partnerships allow us to evolve our respective solutions and to offer a seamless experience to our customers. 

We also make bold collaborations with our competitors, whether it is to respond in the best way to a customer issue or even to promote our offers on the market.

We share risks and efforts with our customers in ambitious joint development programs when technical and scientific challenges cannot be addressed by existing solutions.

3. Composable technologies

Because our obsession is to provide the best solutions to our customers, composable technologies are now at the heart of our DNA. 

By relying on the best-of-breed software components, by developing new functionalities when necessary, and by properly connecting them, we design and deploy infrastructures that satisfy needs both broad and specific. 

With this approach, we can solve virtually any of our client's unmet or undermet needs. And it makes a big difference to them!

To stay on top of technology and methodology trends, Discngine employees constantly develop new skills. Newcomer onboarding programs include training in modern software architecture and use of cloud resources as an integrated part of DevOps processes and solution design. 

Obviously, our organization is constantly evolving. The advantage of composable infrastructure is precisely to allow this evolution to take place smoothly. We are constantly testing new tools, new processes, and new collaborations. And every day, our ecosystem is growing.

As a conclusion

Our organizational model went through many iterations as we sought new ways to meet our customer's challenges, and we are now convinced that it is a cornerstone of our success. It is aligned with the next generation information system our clients expect to support their R&D operations. 

The sophisticated combination of scientific and technological expertise, associated with in-house built software (components, APIs and COTS*) mixed with third-party vendors' components running on modern multi-cloud environments, creates an unmatched ecosystem to address upcoming scientific and medical challenges.

With this conviction, and based on robust results, we are committed to resolutely develop our ecosystems by expanding collaborations with partners and customers in the coming months and years. 

The composable approach allows us to focus on value creation, outside of all other considerations, to enhance life sciences research.

*Commercial off-the-shelf