Strategic evolutionsHR function and business lines transformationLeadership & Management developmentMergers and acquisitionsGouvernance, New organisation and Operational modelDigitalizationOperational PerformanceCustomer relationship excellenceCultural evolutions, behaviours and new ways of working
Strategic evolutions
YOUR QUESTION
« How to ensure that all stakeholders buy in to the reasons for change and ensure the effective cascade and implementation of the new strategy ? »
OUR SUPPORT
- Help you to define a clear, coherent and aspirational « change story », to translate your strategy into a transformation path and to make the implementation happen.
- Evaluate your target operating model and align it to your strategy, ensuring it enables to meet your strategic objectives.
- Define a change agenda that best enables you to meet your business objectives.
- Secure the strategy’s implementation, by examining early on the question of its social acceptability, and creating a permanent connection with the reality of day-to-day operations.
- Involve large populations through “Learning Maps”, creating a powerful change dynamic and ensuring there is a shared understanding of the need and urgency for change at all levels of the organization, in a short timeframe.
- Empower stakeholders to cascade and roll-out the transformation at the local level.
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EXAMPLE
Ensure a strategic plan’s successful cascade and roll-out in a major social protection company of 10 000 employees.
HR function and business lines transformation
YOUR QUESTION
« How to support and secure the effective implementation and roll-out of our business lines’ transformation (procurement, quality, marketing,…)?»
OUR SUPPORT
- Redesign your value chain, practices and organizations through Transition forums and business seminars.
- Align stakeholders on a common business vision: internal customer workshops, large-scale management-led approaches, buy-in methods of business practices,….
- Set up a talent management system that prepares the leaders of the company of the future
- …
EXAMPLE
Support the HR Function of an automotive engineering Group in defining its target organizational model to prepare for a strong business growth of the company.
Leadership and Management development
YOUR QUESTION
« How to define and secure the adoption of our new leadership model?»
OUR SUPPORT
- Define a new tailor-made leadership model that corresponds to your organization’s culture, using recognized tools (Denison).
- Align you Executive Committee on its role and ways of working, equip it with key change management tools & methods.
- Translate expectations towards managers into your company’s management system (evaluation, objectives, benchmarks, etc.).
- Roll-out a strategy through the setting up of annual objectives (in particular Scorecards) and their cascade in your organization.
- Promote managers’ adoption of the right postures and encourage their empowerment through management-led approaches / leadership development programs and “bootcamps”, that focus on action, use cases and role-playing of real situations.
- Promote your management models through targeted communication with social partners and then employees.
- Support your management team in developing their leadership skills through coaching.
- …
EXAMPLE
Align the Executive Committee of a global pharmaceutical company on its role and operating model, develop the leadership of each of its members, and mobilize all managers to make them transformation leaders.
Mergers and acquisitions
YOUR QUESTION
« How to merge our two entities while taking into account technical, organisational and human factors? »
OUR SUPPORT
- Help you explain the « why » of the transformation (case for change) and design the transformation path.
- Ensure all stakeholders buy in to the reasons for change, and onboard them to maintain a powerful change dynamic and commitment.
- Executive Committees : install the Executive Committee in the role of transformation board, create and reinforce the community of leaders
- Managers : « bootcamps » and onboarding workshops, to put them in the drivers’ seat of the transformation, as change agents
- Teams : innovative roll-out methods, to reach and mobilize them while bringing reassurance about the project
- Social partners : expertise in social dialogue to foster a constructive mindset
- Develop co-design approaches to actively onboard teams and empower them.
- Implement hard (organization, key processes,…) and soft evolutions (management model, ways of working, values,…).
- Understanding and characterizing the existing organizational culture(s) and foster convergence around a common target.
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EXAMPLE
Support the creation of a world-class scientific and technological national research institute, born from the merger of INRA and IRSTEA, to form a new organization of more than 10,000 employees, with a renewed and demanding scientific ambition to meet societal challenges. We provide a long-term support to the Executive Committee on: the architecture and management of their transformation; the choice of a personal, visual and graphic identity that conveys meaning; the mobilization of research groups; the feeling of belonging and hybridization of cultures; the definition and implementation of target organizations; social aspects; risk prevention,…
Gouvernance, New organisation and Operational model
YOUR QUESTION
« How to co-design our new governance and operational model, ensuring employees understand and feel comfortable with the new work and decision principles? »
OUR SUPPORT
- Define the new company governance system through the involvement and convergence of the different management circles (from the Executive Committee down)
- Ensure a progressive co-construction of the new ways of working with the different management levels, from the Management Committee to the field.
- Ensure the social acceptability of your project by making the social partners allies.
- Validate the organization with managers and employees by testing the relevance and robustness of the structures, processes and ways of working.
- Preparing the hand-over from the transformation designers to the people on the frontline who will drive the implementation (stress-tests of real use cases through implementation workshops).
- Ensure that all stakeholders buy in to the reasons for change through participative methods, that can be rolled-out in short timeframes.
- Understand the work and cooperation dynamics of an organization through sociological analysis.
- …
EXAMPLE
Co-construct the new industrial organization with the Top 250 leaders of a global leader in aerospace and defense and roll-out to 10 000 employees from headquarters to factories across Europe
Digitalization
YOUR QUESTION
« how to efficiently leverage on digital tools & methods to improve our ways of working ?»
OUR SUPPORT
- Work with key stakeholders to identify the impact of digital transformations on ways of working, define the related transformation path and the social strategy to implement.
- Approach digitalization with a systemic lens, assessing its impacts on teams’ ways of working, on the organization’s structures and processes, and install the associated digital governance.
- Use the full potential of new digital tools – Big Data, HR analytics,… – in the interest of your transformation stakes.
- Build a renewed approach to social relations in the digital era.
- “Take the temperature” of the organization and analyze opinion trends thanks to contextual analysis.
EXAMPLE
Identify main evolution trends and HR performance (skills, engagement, absenteeism…) leveraging Big Data for a global aerospace leader.
Operational Performance
YOUR QUESTION
« how to develop an operational excellence culture to improve our performance? »
OUR SUPPORT
- Suggest innovative solutions to develop the quality of your production, to imagine new services and new ways of working in production units,…
- Build a framework that is favorable to continuous improvement programs at all levels: for example “Labs”, places dedicated to innovation and experimentation by all.
- Create a culture of operational excellence: Agile, design thinking and open innovation, leading to ideas and proposals by teams.
- Reconsider your approaches : “Test and Learn” logics to validate hypotheses with the teams on the field and to facilitate implementation.
- Bringing operational performance to life on a daily basis through Lean management and manufacturing, Visual management.
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EXAMPLE
Improve a transport provider’s bus operations on a daily basis by sustainably mobilizing teams within a Lab dedicated to innovation and continuous improvement.
Customer relationship excellence
YOUR QUESTION
« How to center our projects, our teams’ mindsets and our culture on customers, to reinforce our customer-centricity and improve our customers’ satisfaction?»
OUR SUPPORT
- Help you apply the Lean start-up approach to develop products or services by working from a customer perspective.
- Reposition your support functions as internal service providers by developing an understanding of mutual constraints.
- Formalize customer commitments and translate them into your various operational contexts.
- Secure continuous improvement of your customer relations by listening to the Voice of the Customer.
- …
EXAMPLE
Supporting the setup of the World Direction of Shared Services Centres, as an internal service provider, for a leading Financial Services Group’s global (impact on 600 employees in 3 countries).
Cultural evolutions, behaviours and new ways of working
YOUR QUESTION
« how to define, foster adoption and implement a cultural model, making it reach employees’ day-to-day activities? »
OUR SUPPORT
- Understand your organization’s existing culture and associated managerial practices, using different tools such as OCAI, DENISON or the Cultural Sonar.
- Decrypt the social culture characteristics (corporate identity and history, group sociology, influence peddling, social dialogue functioning, etc.) through individual interviews and focus groups.
- Make all stakeholders aware of the concrete characteristics of this culture.
Make this corporate culture evolve by co-constructing new values and a new employer promise. - Translate it into daily operating modes.
- Share it within your organization to empower all stakeholders.
- …
EXAMPLE
Establish and share a diagnosis of the existing culture of a pharmaceutical company, define the desired culture and translate it into behaviours and day-to-day operations.
We provide an end-to-end support throughout your transformation projects, from the definition of your change strategies to their effective implementation.
Support managers in designing their transformation path
- Feasibility of the transformation, optimal trade-off between ambition and company change capabilities
- An aligned Executive Committee
- A clear target
- An appropriate trajectory / roadmap and rhythm
- Invested management staff
Deliver transformation that works
- A transformation adopted by all stakeholders
- Supportive social partners & unions
- Committed managers, as “front line” leaders of the transformation
- Engaged employees
- Business objectives achieved
Adapt the management model and culture, making organizations and people changeable
- A management system taking into account new expectations towards managers (assessments, objectives, standards,..)
- A leadership model aligned to the content of the transformation and associated managerial practices renewed
- Managers’ and teams’ upskilling in transformation and
The International Change Group :
a network of specialists in transformation & change management
Created on initiative of Alixio Change Management, the International Change Group is a network of likeminded business change consultancies that work together based on shared convictions and ways of working.
Follow a manual added link
Americas, Europe
Network specializing in culture & performance
25 countries
Alixio is the French certified representative
