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The socio-technical analysis of innovations makes it possible to enrich the previous contributions, in particular by going beyond the overly pronounced focus on certain components of the systems: the entrepreneur, the technical object, the user, etc. According to this relational approach, the success of an innovation depends above all on the progressive construction of a network of stakeholders who will support it and give it substance. It is therefore understandable that the central issue becomes recruiting allies, identifying their expectations and translating the project in such a way as to interest them (Akrich et al. 1988a, 2006). The originality of this point of view is summed up in the following statement, which is rather iconoclastic with regard to the usual sacralization of the inventor: the fate of an innovation does not depend so much on the intrinsic qualities of the idea or the object conceived as on the solidity and breadth of the chain that will support it. Innovating therefore consists of building and maintaining a chain of association that is increasingly extended, solid and stable, by attracting and recruiting new actors. Kline and Rosenberg (1986) develop a vision of innovation as an interactive process, or chain-linked model, compatible with the socio-technical approach. The consensus that has gradually taken hold in the academic sphere around this collective and systemic understanding of innovation has not prevented institutions responsible for innovation policies from maintaining approaches that are too linear and/or focused on a few key actors (Joly 2019).