Our beliefs
THE POWER OF THE COLLECTIVE
Only through in-depth collective work can an executive team grasp all the facets of the complex world in which its company operates. This is a prerequisite for making the best strategic choices and taking the most informed decisions.
THE RICHNESS OF DIVERSITY
Diversity is the basis of collective intelligence and a source of richness for an executive team. Although consuming time and energy, bringing together different skills, personalities, cultures, genders, ages and experiences is the "X-factor" for opening up new perspectives.
The executive team is often the least seen but also the most observed. The way it operates and the quality of its communication, consciously or unconsciously, influence the way all other teams in the company work and collaborate.
THE POWER TO DRIVE BY EXAMPLE
THE NEED FOR CONTINUOUS LEARNING
In a fast-paced environment, continuous learning is essential to ensure the long-term performance of the executive team. To evaluate and regularly review existing practices; and to experiment with new solutions and learn new technologies. These are recurring and essential themes that should be on the team's agenda.
Often perceived in a negative way, tensions are nevertheless necessary within an executive team.
Regular individual feedback and the facilitation of collective exchanges, fuelled by opposing opinions, allow the team to make the most of confrontation.
THE BENEFIT OF CONFRONTATION
Our approach
Our approach is based on twenty years of practice and experience as a consultant and leader.
1. COVERING A WIDE SPECTRUM
Explore diverse spaces by integrating strategic, cultural and organisational thinking, taking into account both long (vision, challenges) and short (objectives, budget) time frames, defining practices (processes, tools) and training the desired behaviours (postures, attitudes).
2. MULTIPLYING EXPERIENCES
Vary and alternate types of interaction (individual interviews, online profiles & surveys, workshops, "in vivo" and "in vitro" situations, face-to-face and remote exchanges, …) as well as learning methods (conventional, playful, offbeat approaches).
3. FOSTERING
CO-DEVELOPMENT
Conduct the work on the basis of enlightening concepts, relentlessly calling on everyone’s creativity to create relevant and unifying final content.
4. SIGNING UP FOR THE LONG TERM
Facilitate the coaching over several months in order to take the time to reflect and anchor the new practices and desired behaviours, with measurable and sustainable effects.
5. PRODUCING OPERATIONAL DELIVERABLES
Ensure that the exchanges, often on complex subjects, ultimately lead to simple and personalised action plans and tools.
