Organisational Transformation
Transforming an organisation by and for the people who bring it to life every day
We work with executive teams and HR leaders on the human side of their transformations, at group level or within a single division — and, where the work calls for it, on organisation design, capabilities and HR policy.
Who we work with
- Executive committees and top teams
- Human resources departments
- Transformation and organisation departments
- Division, business unit, or functional leaders
We are brought in
- either at the request of the executive leading the transformation,
- or at the request of the corporate functions responsible for delivering it.
An initial conversation helps clarify the priorities, identify the stakeholders to involve, and determine whether we are the right partners for your transformation.
The situations we respond to
✓ A company purpose to rebuild
Turning your mission, vision and values into bearings that shape real behaviour and real decisions.
✓ An operating model to reinvent with AI
Finding where AI creates value, and bringing on board the people whose work is about to change.
✓ An acquisition to integrate
Choosing what to keep from both cultures, rebuilding a shared sense of purpose and giving everyone a clear place.
✓ A leadership model to evolve
Defining the kind of leader your strategy calls for, to shift behaviour and guide your hiring and promotion decisions.
✓ A customer culture to embed
Changing the organisation and its management so that customer culture lives in the real work, not in statements of intent.
✓ A company to open up to different backgrounds
Widening the pool of your future leaders: women’s careers, generational balance, international mobility, unconventional profiles.
How an engagement unfolds
Our approach is tailored to each engagement, and usually includes four steps:
1. Understand – diagnosis
The context, the players, the power dynamics, and what has already been tried.
2. Design – strategy
The processes we design involve, on a wide scale, the people the transformation affects: meaning is built as we go, the project gains substance, and each person comes on board by finding their rightful place.
3. Deliver – implementation
The phase where the result is decided, and where we work towards your independence: setting up the steering bodies, training internal champions, coaching the leaders.
4. Embed – making it last
Together we map the key milestones over eighteen months: process adjustments, management routines, appraisal criteria.
Some of the tools and models we draw on
Hogan and 360° feedback
Showing each leader their strengths and blind spots, so they can adjust their style to serve the new organisation.
The International Mozaïk approach
Reading the company as a living system and leading its transformation from its deeper identity and from the potential people unlock when they are truly involved.
The Barrett Cultural Values Assessment
Measuring the gap between the culture people live and the culture they want, then building on it a shared foundation of values everyone recognises.
Organisational constellations
Giving visible form to the structural blockages in a merger or a reorganisation, where rational analysis has been stuck for months.
The journey of Persus
Working through a team’s resistance and reviving its momentum around a shared project, through play and symbolic storytelling
Where and how
We support enterprise-wide transformations, which are often multi-country. For each engagement, we assemble an international team of consultants and coaches who work in English and in the relevant local languages. You retain a single point of contact who is accountable for the engagement, while benefiting from a team sized to your project.
YOUR QUESTIONS
When in a transformation project should we call you?
Before the announcement.
The people side is best designed at the same time as the strategy. Designed afterwards, it looks to the teams like a communications exercise.
That said, most transformations reach us mid-course, and there is a way back. But the later you start, the longer it takes to rebuild trust.
A strategy firm is already working on this. How do you position yourself alongside them?
As a complement.
A plan only becomes real the day those who have to carry it out make it their own. So we work with the key players, in a participative way, almost always through the meaning of the collective project. The plan’s numbers move only at the margin; some priorities do — and the energy put into serving them, a great deal.
Let’s discuss your project
An initial conversation enables us to assess the priorities
and determine whether we are the right partner
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