Clients

Companies

  • French or International Corporate Groups
  • Medium-sized, independent Companies or subsidiaries
  • Family SMB (SME)s
  • Public operators

Business Sectors

  • Banking, Finance, Insurance, Mutual Insurance, Investment Funds, Private Equity
  • Technology, Telecoms, IT
  • Service Industry
  • Distribution
  • Industry, Food Industry
  • Transport Industry

Functions

  • Chief Executive Officers, General Managers, Business Unit Managers, Human Resources Directors, Talent Development, Corporate University and Organizational Development Directors
  • Chief Digital Officers
  • Others

Testimonials

Témoignages Vidéo

Collective case studies

A business group smoothly goes from 4 to 3 sites

Issues

A large service group wants to rationalize their organization by going from 4 to 3 sites in France.

Intervention

We support line managers and HR in the creation of a new organization chart, as well as in identifying the new roles which will be necessary. We conduct a series of workshops in order to build together the contours of the target roles with the prospective candidates who might hold them.

Results

The restructuring goes along smoothly. It is validated by the Central Works Council, receives the congratulations of the top management and the unions. Each co-worker had the opportunity to express his/her preferences concerning their future role by making 3 choices. 94% of them could have their first choice.

A press group develops their vision in a collaborative mode

Issues

The new Chairman of a media group wants to have his first 20 senior executives participate in the development of the group's new strategic vision.

Intervention

We conduct a seminar with the extended executive board. The unfolding of the seminar allows to develop self-reliance, collaborative working and skill improvement of the top 20 executives.

Results

The new strategic vision is defined. Priorities are clearly identified with the commitment of the extended executive board. Two strategic projects are set up. Collaborative working starts to develop within the company.

A high-tech company builds their values with their co-workers

Issues

A fast-growing high-tech company wants to unite old and new co-workers around common values.

Intervention

We build and conduct a program which allows both teams to analyze the current culture of the company and make proposals to the management team.

Results

The management arbitrates between the proposals. All the teams commit to the new choice of values. The new rules are clarified as well as the expected contributions of each one.

A food group translates its values into behaviours

Issues

An agribusiness group wants to build, together with their management teams, the values and behaviors necessary to the implementation of their strategy in order to make it successful.

Intervention

In conjunction with the CEO, we build a group program for the top 30 company executives.

Results

Collaborative working and commitment clearly develop. The group values are defined. The expected behaviors are clarified with everyone's approval.

An industrial group makes 1 new entity out of 3 departments

Issues

An international industrial group has just merged 3 departments and made one new entity out of them. They now want to develop collaboration within it.

Intervention

We build a group transformation program with the representatives of the 3 departments, and we then conduct a 2-day seminar with 50 persons.

Results

The understanding of roles and responsibilities of each one within the new entity develops. The teams test successfully transverse collaborative working and propose multiple actions to develop collaboration.

Two companies are being reorganized in a build-up

Issues

An Investment Fund takes over two companies which are complementary at a production and commercial level. The CEOs of the two companies have very different leadership styles and the two company cultures are quite different.

Intervention

We support the Investment Fund and the two CEOs in the process of aligning individual roles. We conduct collaborative workshops to facilitate the integration of both companies.

Results

The new group transform its organization. Certain obstacles are overcome. New communication channels are developed. Cross-functional projects are built by the new teams formed after the merger.

A support services division is changing

Issues

A support services division must handle the complete change of its working methods, the impact of digitalization, the emergence of new jobs and the foreseeable regression of certain roles.

Intervention

We carry out a systemic digital diagnostic of all of the organization's roles, in order to determine its strong points, its "hot spots" and its priorities. We facilitate cross-functional workshops to support the collaborative change process.

Results

The management clarifies their views and strategic priorities. They build an organizational development project to meet the new challenges resulting from digitalization, old roles becoming obsolete and new roles emerging.

Reorganizing a sales team

Issues

A large, international financial institution takes over a French one. After the takeover, the latter wishes to clarify the pre-sales team's missions and responsibilities and to redefine the marketing positioning of the consulting services offered to banking customers.

Intervention

Our mission aims at:

  • Clarifying the consulting and pre-sales teams' roles, in order to mobilize collective intelligence
  • Specifying the strategic positioning of the consulting offering

Results

The different teams' scopes of action are clarified. The new positioning is defined and successfully tested with external and internal customers.

An International Development Division must be reinvented

Issues

In order to save costs, a large services group cuts the budget allocated to external acquisitions. The International Development Division's mission risks losing its purpose.

Intervention

We help the group reinvent the International Development Division's role within the new budgetary context. We design with them a new strategic project for the management, as well as new roles for its members.

Results

A global alliance project with a competing, complementary group is defined. Buy-in from the executive committees of both groups is secured. Operations in 6 countries are combined within a single joint holding company, resulting in the creation of the world's number 2 in the sector.

A Software Company must be reinvented

Issues

An IT company must sell its solutions and impose its technological standards internationally, but does not have enough cash to finance the expansion of the sales force abroad. The future of its activity and personnel is at stake.

Intervention

Our Strategic Job Crafting work allows to co-develop a new revenue model and to expand the responsibilities of the sales, marketing and R&D teams.

Results

The new strategic positioning attracts big American software vendors. The company is able to raise several millions of euros in new funding, which ensures the survival of their activity.

Individual case studies

A managing director is promoted CEO

Issues

A managing director is promoted CEO and wishes, with the support of his supervisory board, to define his new role.

Intervention

We support the CEO with a Strategic Job Crafting journey during 6 months.

Results

The Strategic Job Crafting program helps the CEO analyze his past experience, discover things about himself and develop a personal vision of his future role to best suit the situation of the company, as well as his own skills and motivations. The supervisory board validates the CEO's new missions.

Optimizing the functioning of an Executive Board

Issues

A young manager has just been promoted to the top general management position of an international financial institution. The position has had 3 successive holders in 4 years. The role is extremely complex and, apparently, even set-up to fail.

Intervention

The diagnostic phase identifies a systemic malfunctioning within the Board: the minority shareholders happen to be the company's main customers. This creates role conflicts which have become a threat to the survival of the company. We help the Board Members clarify their roles.

Results

The role conflicts are solved. The major shareholder buys out the minorities who, in exchange, sign up distribution contracts. The young General Manager successfully leads a similar operation with a second financial institution before being promoted to Country Manager Banking France.

A Chief of Staff reinvents her role

Issues

Following a change of Chairman, a Chief of Staff who is well-known for her skills and energy feels that the upcoming reorganization could weaken her role and turns to us.

Intervention

With the endorsement of the Corporate Human Resources Director, we accompany the acting Chief of Staff through an individualized role transformation program.

Results

The Chief of Staff makes an extensive assessment of her skills, her motivations and the strategic opportunities offered by her organizational ecosystem. She finally decides to rebound by becoming Secretary General for an external trade federation.

A Real Estate Director optimizes her role

Issues

The Real Estate Director of a large services group finds herself with rapidly increasing short-term demands and imperatives. She wishes to step back and reposition her role in a more strategic way.

Intervention

We support the Director through an accelerated role optimization program, which allows her to analyze her activity portfolio, to deepen the purpose of her action and to build new strategic missions.

Results

The role development proposal is validated by her immediate superior. We help the Director to develop with her teams the department's vision and transformation plan.

Retaining a High Potential

Issues

A High Potential within a large international finance company does not feel his functions are fulfilling enough. The company risks losing him. His CEO asks us to create a new project of interest to both the company and the High Potential.

Intervention

Our mission leads us to develop several role scenarios for the High Potential as well as different strategic projects for the company. We help the top management opt for one scenario and we support the launch.

Results

In less than a year, a newly created team signs one of the biggest contracts ever signed by the company. The High Potential is promoted to Senior Sales Vice President Europe.

A Marketing Director reinvents his role

Issues

The CEO of a distribution group wonders about the marketing function. He considers the Marketing Director has faithfully served the company, but his role needs to be reinvented in order for it to become more strategic.

Intervention

Our mission is to develop a more strategic role for the Marketing Director. We support him in the process of building and implementing a new Marketing Business Plan, including practical segmentation methods.

Results

The Marketing Director raises the strategic profile of his role. He coaches the Regional Managers in the development of their action plans. Regional priorities by product lines and customer segments are clarified.

A Senior Executive creates her new role in-house

Issues

The role of a senior executive in her fifties is doomed to gradually lose substance. The person wishes to rebound in-house, but her previous applications for internal mobility were not conclusive.

Intervention

We develop several role scenarios for the person, in line with her skills and motivations. We co-invent new missions and projects with a high potential to generate a significant return on investment for the company.

Results

The person's immediate superior and the Human Resources Vice President validate the new missions and responsibilities proposed. The senior person starts in a a new strategic and motivating role.


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