We help you meet your challenges, going beyond fads and standard models

• The traditional market is changing as a result of strong competition from online sales, changes in consumer behaviour and the emergence of competitive distribution chains. 
• A new strategy has been defined, affecting all the company's departments (IT, logistics, networks, etc.).
• The Executive Committee has worked on its alignment and commitment to successfully transforming the organisation 
• The internal culture is mainly hierarchical and paternalistic.

• Raise awareness of the need for change and the impact of the strategy, both internally and externally.
• Make network managers ambassadors for the new strategy.
• Develop a culture of empowerment throughout the network.
• Develop the leadership skills of network managers.

• Qualitative and quantitative analysis of "As is" and "To be".
• At Steering Committee level (members of ComDir, HR, Next Management).
  • Design of the support path.
  • Involvement of stakeholders.
  • Regular communication of progress and bottlenecks.
  • Management directly linked to the network.
  • Definition of their active role in leading the workshops and commitment to the path defined to achieve the expected leadership change.
  • Development of their skills (training and coaching) to enable them to play an increasingly active role in the journey, to support the development of their teams and to bring about the change in internal culture.
• For Network Managers 
  • Definition of the key skills they need to acquire to develop their leadership skills
  • Design of a 6-month development path.
  • Prior reading to raise awareness.
  • Participation in workshops co-facilitated by their Managers and Next Management.
  • Practical, active training linked to the key skills identified.
  • Definition of a development plan and concrete actions to continue learning on the job. 
• Setting up intervision sessions to anchor new habits.

• Better adherence to the KPIs defined to support the new strategy
• Better communication between different levels of management
• Stronger leadership from Network Managers 
• New dynamic in the field teams 
• Mobilisation and empowerment of field teams
• Development of a community of Network Managers

• The organisation wants to prepare for the increasing autonomy of Wallonia at the dawn of 2020, with the underlying financial uncertainties.
• The organisation has a traditional structure and operation characterised by compartmentalisation, top-down decision-making and paternalism.
• The market complains about the slowness and inefficiency of the services offered.
• The services offered to citizens and businesses do not sufficiently demonstrate their true added value.

• Create a new management culture and a common frame of reference
• Create the foundations for the future organisation, i.e. co-leadership, anticipation, accountability and cooperation
• Strengthen collaboration between departments to encourage internal exchanges, capitalise on existing resources and offer joint services

• Survey of all managers 
• Seminar with managers (level by level, all departments combined) to present the results of the analyses in order to celebrate successes, identify the root causes of certain problems and propose solutions.
• Organisation of meetings with senior management and managers to share the solutions arising from the various workshops.
• Designing and running seminars and workshops with the 400 managers to enable them to discuss themes linked to the new culture and to identify their strengths and areas for development - 8 days per group.
• Creation and facilitation of (cross-functional) communities of practice to address specific issues/situations, in the spirit of the new management culture
• Coaching the HR team to develop an internal coaching culture
• Offering targeted training to meet the skills needs of the management community

• Management, functional and operational managers are aligned on the behaviours that support the new management culture
• Managers from different departments have learned to work together and the silo culture has disappeared
• Managers have acquired new reflexes for involving their staff in the change of culture 
• Collaboration between head office and regional offices is being established, with a clear customer focus

• A team manager is accused of infantilising and harassing his team.
• The team requested a psychosocial risk analysis and the results highlighted the poor relations between the manager and his team, but not the causes.
• The department in question has already carried out several risk analyses in the past, but these have not helped to reduce the stress or unhappiness of the staff.

• Identify the causes of the deterioration in relations between managers and their staff .
• Rebuild a team dynamic that is synonymous with trust and serenity.
• Put in place the elements that will prevent the return of bad relations.

• Qualitative research via interviews and focus groups to get people talking and identify the causes of bad relationships .
• Quantitative survey to objectify the causes and identify the root causes.
• Presentation of the results to management, HR and the hierarchy concerned and definition of an action plan based on the principles of agility and Lean (action, measurement, new actions).
• Cycle of workshops for the whole team to understand the causes, reinforce their assertiveness and help them accept the differences in personality between themselves, with their manager and with their customers, suppliers and colleagues.
• Coaching for department managers to better manage the sources of stress in the team and align with shared objectives and constraints.
• Measuring progress by consulting team members and managers.
• Reorganisation of the department to better manage customer/supplier flows, better understand the complexity of files, the growth in customer requests, deal with cases that need to be dealt with urgently and enable each member of staff to have tasks in line with their true talents.
• Introducing effective stress management for the new team by strengthening self-monitoring.
• Measuring progress via a barometer focusing on psycho-social risks.
• Creation of a behavioural charter for managers.
• Creation of a best practice guide for managing psycho-social risks.
• Training for managers in detecting psycho-social risks.
• Closing seminar to maintain the new momentum.
• Measuring progress after 6 months using the barometer.

• The department is once again meeting management's expectations: customers are looked after better and faster, suppliers are better supervised, etc.
• Employees and managers have been reoriented according to their skills and motivation, which enhances their well-being.
• The prevention consultant has new tools at his disposal to detect any internal psycho-social risks (barometer, charter, guide to good practice).
• Management has been able to disseminate this new approach to help all managers manage and anticipate psycho-social risks.

• The number of accidents on site is constantly increasing, including fatal cases.
• The SHE team notes that workers do not adhere sufficiently to SHE rules and only apply them when it suits them.
• Management wants to create a real safety culture where everyone is responsible for their own safety and that of others - which represents a real change in mentality.

• Analyse the causes of non-compliance with safety instructions on worksites  
• Assess the level of autonomy with regard to compliance with SHE rules
• Make management and all managers responsible for accident prevention
• Support EHS experts so that they move from a guilt-ridden approach to a benevolent trainer/coach approach
• Empowering field managers and making them ambassadors, drivers and guarantors of the safety culture
• Ensuring that the 1,000 site workers take on board the EHS rules

• Site visits, qualitative research via interviews, focus groups
• Quantitative survey to objectivise the results of the qualitative survey
• Seminar with management to present the results of the analyses and define an empowering action plan
• Seminar and workshops with SHE experts to present the results of the analyses and define an empowering action plan
• Reorganisation of the SHE team - focus on people, not just rules
• Involving training and coaching for the 22 SHE experts
• Review of commercial relations with customers and subcontractors who were neglecting SHE rules
• Seminars and workshops with the 100 field managers to present the results of the analyses and define an action plan to promote accountability
• Creation and running of participative workshops to ensure that all workers adopt and apply the SHE rules
• Creation and launch of an SHE community for all managers, dedicated to sharing good SHE practice
• Creation of an SHE Club dedicated to subcontractors to share good SHE practices
• Creation and implementation of a SHE barometer to measure the deployment of the SHE culture

• Management, functional and operational managers are aligned on the fundamentals of accident prevention on site 
• SHE experts are once again recognised and in demand for their added value among both managers and workers
• Workers apply the rules and are able to explain them to new arrivals and ensure that they respect them
• Customers and subcontractors apply the SHE rules
• The number of accidents has fallen and stabilised

• Creation of a company in a limited time, with each partner already active as an employee
• Experts in their respective fields, but with little or no experience of entrepreneurship, business development or company management 
• 4 motivated partners, with only one providing 90% of the funding 
• Challenge of keeping its own customers and rapidly acquiring new ones

• Align the 4 partners on the mission, vision and values, and the respective roles and responsibilities
• Identify the key elements of a well-functioning team
• Develop and implement a commercial approach (for non-commercial profiles) 
• Putting choices and guidelines into practice on a day-to-day basis 

Design and facilitation of 4 strategic retreats focusing on :

• Mission, vision and values
• Participative design of a commercial approach
• Definition of collective operating "rules" and guidelines for day-to-day work
• Team building with all employees to help them take on board the company's values
• Targeted interventions (individual coaching, training in a specific skill, assessment of new employees, etc.)

• Rapid growth in their market and recognition from their ecosystem 
• From 7 to 16 employees in 4 years 
• Constant commercial development:
  • Acquisition of new customers 
  • Business development with existing customers 
• Increasing the skills of partners with a collective dynamic between the 4 partners  
• Very positive outlook for the future

• Takeover by a new management team, with the old team embroiled in "suspicious business".

• A heavy and cumbersome climate within the organisation, with little or no sense of belonging, with everyone doing their own job with little or no concern for others, and little or no cross-functionality

• The quality of the work produced is disparaged and not recognised by internal and external stakeholders. 

• New management's desire to change the organisation's culture, without knowing where to start

- Objectivise the level of accountability (based on the Masterkey barometer) of the entire organisation (680 employees)

- Launch an approach that gives employees a sense of responsibility and involves them in the process, and get them to "work" on issues that are important to them

- Recreate links between the various departments and professions, and make everyone proud of what they do, as well as of the missions and professions of the entire organisation.

• Meeting with the management committee to present the barometer (process and issues) and adapt it to the company's culture, with online and paper versions.

• Launch of the barometer, collection and consolidation of results for the entire organisation and department by department.

• Workshop with the management committee to align each director with the results and the priority actions to be taken.

• Implicit communication of the results to all employees

• Launch of 2 inter-departmental and inter-business mobilisation groups (on a voluntary basis)

• Facilitation of around twenty problem-solving workshops

• Facilitation of a dozen solution implementation workshops

• The climate has calmed down and over 70% of employees have rediscovered pleasure and pride in working for their organisation.

• The second barometer, conducted 2 years after the first, showed positive progress on the 10 accountability criteria in 80% of departments.

• The employees involved in the mobilisation groups have :

  • Learnt to be part of the solutions (generate and implement them)

  • Learnt to take responsibility and cooperate with other colleagues

  • Developed their interpersonal and project management skills

• Strengthened their self-esteem and confidence (in themselves and others)

More than 10 targeted solutions have been implemented to change the climate and strengthen links between departments