Case Study
EXAMPLES OF MISSIONS & CLIENT TESTIMONIALSEach client needs to find a well-suited answer to their own issue.
TESTIMONIALS
BECAUSE OUR CLIENTS ARE AT THE CENTER OF OUR UNIVERSE
Discover 5 testimonials from companies of various sizes and activities.
Objective #1
Create a collaborative dynamic within the Executive Committee.
Dutch Group | Revenue 1.5 billion
Challenge
The new CEO joined the already established Executive Committee. The CEO was required to develop a five-year vision and the corresponding strategy following the initial quarter of observation. However, the objective was to ensure that each member of his team took ownership of the outcomes of the collaborative decision-making sessions in order to ensure effective execution. This was achieved by engaging his Executive Committee in a collaborative construction process.
The primary objective was to establish team dynamics and, secondary, to facilitate decision-making sessions for these new visions and strategies, which were designed to monitor and manage implementations.
Solution
We proposed a 3-day collaborative working session structured around 3 stages:
1. Take stock of the past before the arrival of the new CEO (strengths and areas for improvement).
2. Implementation of management and facilitation methodologies to build collaboration in accordance with the CEO’s expectations.
3. Definition and appropriation of the operational rules of the ExCom team.
TESTIMONY
I had three days of working sessions with my Executive Committee. The facilitator’s intervention allowed us to clarify each other’s expectations and get to know one another better. The content, based on our respective experiences (and not on theory), allowed us to quickly formalize our common objectives, clarify each person’s roles within the team, and especially define our way of working together.
This has allowed us to initiate a true dynamic within the team that enriches itself over the months and that we regularly nurture through targeted team-building activities.
Objective #2
Resolving a recurring issue
French Multinational – Projects Team | Aeronautics | Revenue 5 Billion
Challenge
For 18 months, a Projects team has been working on a major program for the company that, with each rescheduling, consistently faces delays.
Solution
The following two factors typically combine to cause schedule nonadherence:
1. Failure to take into account the realities that teams face during the planning phase (constraints in terms of resources, skills, prioritization, etc.)
2. There was a lack of management during the project’s execution, which prevented the schedule from being adjusted based on the results obtained and changes in the environment.
We proposed to facilitate a working session with all members of the project team to create a realistic schedule to address the first point.
TESTIMONY
For the first time, we managed to create a schedule that every member of the project team has committed to. Active listening, ensured by the presence of the facilitator throughout this working session, allowed for an understanding of the cross-cutting constraints, sometimes to take them into account in the planning, and sometimes to address them with the support of another team member. We’ve created a real dynamic, and I’ve truly witnessed the evolution of collaborative behaviors. The team adhered to the schedule at the end of this working session.
ObjectiVE #3
Eliminate organizational barriers
French Mid-Caps Company | Banking & Insurance | Revenue 600M
Challenge
After a takeover, the optimum organization and most efficient operating procedure must be determined by three teams working at three separate locations. In an attempt to safeguard their individual activities, each team put forth solutions that would work at their location, but no single solution worked well enough to be implemented at all three locations at once.
Solution
We proposed the creation of a 3-day “Town Meeting,” bringing together the teams from these 3 sites. (around 80 people). We formed 12- to 15-person subgroups with representatives from each of the 3 sites. Each subgroup was to work on a part of the new process to be built and regularly share its proposals in plenary.
TESTIMONY
The “Town Meeting” format has been impressively effective. Each subgroup had a dedicated facilitator. The subgroups initially worked on smaller topics, which allowed people from the three sites to better understand and appreciate each other. Afterwards, this enabled all the sub-groups to submit proposals that were beneficial to the company. The proposals were no longer limited to a single site. The regular sharing in plenary allowed for the quick validation of decision-makers and for the overall solution to take shape as we progressed over these three days.
The result is bluffing and now works in the same way on all 3 sites.
Objective #4
Problem Solving
French SME | Food Industry | Revenue 100M
Challenge
Without the team being able to offer a workable solution, the quality of the produced items has drastically declined. Strong tensions developed throughout the firm as each side held the other responsible for this failure.
Solution
We proposed a two-day working session during which the facilitator guided the entire team step by step through the problem-solving process (clarifying the problem, identifying apparent causes, determining root causes, creating a Pareto chart of root causes, developing an action plan based on this Pareto chart, planning implementation, and expected results over time).
Over a period of three months, we completed the intervention with a follow-up on the action plan.
TESTIMONY
We wanted the intervention of an external facilitator to provide a “framework” for the team members, necessary to ensure that people listen actively and allow everyone to express themselves openly, without barriers. Then, we were able to make constructive progress, step by step, on the problem-solving process. As the facilitator’s interventions progressed, the team’s function improved. Thus, naturally, the team members ultimately managed to establish an action plan that each participant logically embraced (since everyone had contributed to the development of this action plan).
The facilitator added additional value by regularly checking in with team members after the working session to ensure timely implementation of actions.
In less than three months, things were back to normal, our products’ quality had improved, and our customers were happy.
Objective #5
Creation of weekly Stand-up Meetings within the agencies.
French Mid-Caps Company | Transport & Logistics | Revenue 2 billion
Challenge
An internal investigation found that the agencies regularly subjected their employees to program changes without providing a clear explanation. Not only did these changes regularly disrupt their work schedule, but the resulting overload became unsustainable. The company then decided to organize weekly meetings in each agency so that the hierarchy could communicate about the company’s news and, consequently, the requested changes. The establishment of these meetings led to a subsequent survey that revealed a decline in employee perception.
Solution
We recommended to the client the organization of a “Town Meeting” that would convene the personnel from the primary agency in each of its regions, amounting to a total of 180 individuals.
The participants were organized into sub-groups of 15 individuals. Every group was assigned a named facilitator. The objective was, among other objectives, to compile a comprehensive inventory of the information that the collaborators desire to be provided at these weekly sessions.
Returning to the plenary session, after the presentation of each subgroup, the management recognized that the sought information was consistent among all agencies and, most importantly, it was unrelated to the information previously shared. Ultimately, the specific structure of the meeting was considered excessively long, and the suggestion for a subgroup to conduct weekly stand-up meetings was approved.
TESTIMONY
It’s impressive to have 180 people working on the same topic and achieving a consensus and pragmatic result so quickly!
?The chosen solution was implemented as soon as possible. The “good” information shared with collaborators in accordance with their needs has reduced the pressure felt and improved communication exchanges. The weekly meetings in a short stand-up format have also simplified both the preparation and the duration of these meetings.
This approach received nearly 100% participation from all employees.