PhD and Business: Overcoming Barriers to Structure the Connection. Insights from the ABG 2026 General Assembly panel discussion

What the roundtable highlighted

Barriers now clearly identified

Action pathways already underway… and to be structured

Conclusion: turning momentum into collective action

In recent years, doctoral education has received renewed attention in public policies and innovation strategies. The colloquium organized by ANRT 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, have driven a collective reflection on its recognition and its place in society.

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.

It is precisely within this perspective that the roundtable held during the ABG 2026 General Assembly was organized. By bringing together academic, economic and institutional stakeholders, the objective was to:

• confront perspectives;
• share concrete feedback and experiences;
• identify levers to strengthen connections between doctoral training and the socio-economic world.

Because a paradox remains: doctoral training has never been so visible… and yet it remains insufficiently integrated into companies. 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 structured, coordinated and sustainable dynamic?

Roundtable speakers

• Valérie Patrin-Leclère // Associate Professor at CELSA (Sorbonne University), PhD ambassador, engaged in doctoral professionalization and entrepreneurship.
• Rafik Benrabbah // PhD in Process Engineering, senior expert consultant, manager and strategic advisor on industrial and climate-related issues, also a PhD ambassador.
• Pascal Giat // Head of the CIFRE department at ANRT, a key actor in fostering collaboration between research and industry.
• Patrick Schmitt // Director of Research & Innovation at MEDEF, actively engaged in integrating PhD graduates into companies.

What the roundtable highlighted

A first key takeaway emerges: the recognition of doctoral training is progressing, but remains incomplete.

As highlighted by Patrick Schmitt, this evolution is the result of long-term efforts combining communication campaigns, collective initiatives, and visibility-enhancing formats such as “My Thesis in 180 Seconds”. These initiatives have helped shift perceptions and make doctoral competencies more visible.

However, this recognition remains fragile. It does not consistently translate into recruitment practices or corporate strategies. The anecdote shared at the beginning (a business leader discovering the relatively low salary of a PhD candidate and reacting with surprise) illustrates this persistent gap between the real value of doctoral skills and their economic recognition.

A second major point, emphasized by Valérie Patrin, concerns the nature of the issue itself. Contrary to a common misconception, this is not a matter of lacking skills. PhD graduates are widely recognized for their analytical abilities, rigor, and adaptability. The real challenge lies elsewhere: in their ability to project themselves and translate their competencies into non-academic environments.

As she pointed out, “as long as PhD candidates do not feel legitimate, they do not project themselves.” This issue of posture, self-perception, and understanding of socio-economic expectations appears to be a decisive factor.

Finally, discussions broadened the scope beyond companies alone. The recognition of doctoral training is also a broader cultural issue, linked to the general lack of awareness about this degree and persistent misconceptions about what a “doctor” is. International comparisons show that this situation is not inevitable.

Barriers now clearly identified

As the diagnosis becomes clearer, several structural barriers stand out.

1. The first concerns the visibility of competencies. Despite recent progress, including the integration of the PhD into the RNCP, the skills developed during doctoral training remain insufficiently understood and valued in recruitment frameworks. This formal recognition is an important step, but not sufficient on its own to transform practices.
2. The second barrier relates to self-censorship among PhD candidates. In some fields, especially in the humanities and social sciences, projection into the private sector remains limited due to a lack of benchmarks, role models, or visible support mechanisms.
3. The third barrier concerns corporate practices. PhD profiles are still too often absent from recruitment frameworks or perceived as atypical. This reflects a lack of mutual understanding between academia and industry.
   A particularly important point was raised: the importance of early engagement. As Patrick Schmitt noted, the most successful integrations are those built early in the academic journey, through internships or early collaborations. The earlier this mutual acculturation occurs, the smoother the transition into companies.
4. Finally, a major barrier remains: the lack of consolidated economic data. Many stakeholders highlighted the absence of studies measuring the real impact of PhD graduates on company performance. For decision-makers, this lack of evidence remains a significant obstacle. Hence the need to develop studies assessing the economic return of doctoral training.

Action pathways already underway… and to be structured

Beyond diagnosis, the roundtable highlighted concrete action levers, some already implemented, others emerging.

1. A first lever concerns the evolution of recruitment practices. Some companies are beginning to explicitly include PhD profiles in job descriptions, improving visibility and diversifying applicant pools. This seemingly simple shift sends a strong signal.
2. A second lever involves developing practical exposure. Formats such as short-term missions, hybrid programs, or structured collaborations allow PhD graduates to engage directly with industry. The idea of a “PhD advisors club”, supporting startups through short advisory missions, exemplifies this approach.
3. At the same time, intermediate structures are emerging to facilitate transition into employment. The initiative presented by Anne DUHIN at Paris 8 University, based on a cooperative structure enabling project-based missions, illustrates this dynamic. Such tools complement existing schemes like CIFRE, offering new opportunities for engagement.
   CIFRE remains a key mechanism, with a notable feature: the strong representation of humanities and social sciences (around 30%), making it the leading disciplinary group.
4. Finally, a cross-cutting challenge emerges: network structuring. Initiatives such as awards recognizing CIFRE trajectories or platforms connecting thousands of PhD graduates aim to strengthen communities and amplify impact.

Conclusion: turning momentum into collective action

At the end of the discussions, one observation stands out: ideas, initiatives and best practices already exist in abundance.

The real challenge is no longer to identify solutions, but to connect them, structure them, scale them up, and ensure their sustainability.

This requires stronger collaboration between stakeholders, better sharing of experiences, and the development of common tools to enable scaling. It also calls for continued efforts to strengthen recognition, supported by concrete data and measurable impact.

The roundtable organized by ABG fully contributes to this dynamic. It represents a step toward a more collective and structured approach, serving a shared goal: making doctoral training a fully recognized and mobilized asset within organizations.