Mapping Knowledge to Drive Innovation: Identifying the Building Blocks, Mastering the Architecture

In a context where technologies are becoming increasingly transversal, an organization’s innovation capacity no longer depends solely on access to information, but on its ability to map, organize, and articulate the knowledge it holds or can access.In a context where technologies are becoming increasingly transversal, an organization’s innovation capacity no longer depends solely on access to information, but on its ability to map, organize, and articulate the knowledge it holds or can access.

At GraphMyTech, we consider that each document—patent, publication, internal note—contains knowledge building blocks: the smallest identifiable units of knowledge, which, taken in isolation, have only partial value. It is through their interconnection, organization, and evolution over time that they reveal strategic potential. This organization forms what we call the knowledge architecture—the structure that transforms a set of building blocks into a technology. As with any complex system, the value of a technology lies not in the components alone, but in the way they are assembled.

Our technology enables the identification of:

• the knowledge building blocks used in a given domain,

• the ways in which they are combined across actors or geographies,

  
  

Why This Approach Changes the Game

Traditional technology monitoring often highlights what is being done. GraphMyTech’s approach goes further: it uncovers how knowledge is being mobilized and combined—the underlying logic of innovation unique to each actor.

This makes it possible to:

• anticipate the evolution of technological architectures,

• identify actors capable of original recombinations,

• detect unexpected convergence across domains,

• assess technological autonomy or dependency around critical knowledge components.

A Concrete Application

In recent projects, our analyses have enabled:

• an industrial player to restructure its IP strategy by identifying underutilized combinations,

• an innovation department to de-risk partner selection by identifying complementary expertise,

• a public organization to prioritize R&D investments based on key strategic knowledge components.

Conclusion

Raw data has limited value without the ability to deconstruct, structure, and reassemble it. This is the core of our approach: transforming knowledge into architecture—to inform decisions, break down silos, and reinforce technological sovereignty across organizations.