case 1: “an acceleration for a new strategy.

The economic sector

A company in the field of transport

The stakes of the mission

Help support significant changes in the implementation of their new strategy

The intervention

After having determined the company’s vision, and launched projects in the major key of the activity areas, the Direction of this company with 3,500 people, has chosen 80 managers of different levels, identified as the lifeblood of the company to accelerate change. At a seminar, participants are led to reflect on what constitutes the strengths of the company, what is its ‘DNA’ in a culture marked by a tradition of mutual assistance and strong values. They are mutually interview on collaboration experience, to reflect to what they want to develop their team to accompany changes and cope with the challenges they have.

the results obtained

A common language for business and a promotion to give meaning to the new strategy. People recycle their experiences at the seminar in the framework of the animation of their teams and between them.

Coach have

Claire Lustig ratchet – CLR Commission – www.clr-conseils.com

2nd case: “our values, those who have made our success and those that will enable us to continue to succeed.

The economic sector

A group in international finance

The stakes of the mission

HRD calls us to create a process of leadership development for all of the managers of the organization. We have proposed to lean the program to related key themselves comprtements to business values.

The intervention

The various elements of our intervention on «the values of the Group extraction»:
  • We have gathered a number of people representative of all levels of the Organization and departments
  • A day on the development of the company’s values: the bases and emerging values
  • Development of a questionnaire have (cf the questionnaire is in PDF format in the resources/documents section)

the results obtained

Development of 8 values: 5 values from historical bases of 3 additional and discovery phases which we have called “emerging” issues of phase dream. All values have been illustrated and defined. Values were presented to the town Committee and have all been accepted. Each of the values was worked by managers who have defined key observable behaviors.

Coach have

Bernard Tollec – Involve Consulting – www.involve-consulting.com

3rd case: ‘ we finally talked the real problems!

The economic sector

Division logistics Philips Lighting European Automotive

The stakes of the mission

The head of this Department had just taken office recently. It was a Department of a hundred people. They were responsible for the design of packaging and packing and delivery throughout Europe by 100 million lamps annually for an annual turnover of around EUR 100 million. The level of complexity was strong, because this division packed for many customers who all had their specific requirements in terms of packaging. The State of play was little gratifying see even very alarming! In the automotive world everything is measured. So here is departure measures: compliance of delivery rate of 75% for a target of 92% is a very significant and very problematic difference vis à vis of a very demanding clientele. He was out of the question of overstaying in this level of dysfunction in the danger of losing customers and pay retardL allowance ‘ commitment of employees and the level of leadership: both of these criteria were also measured as part of an annual engagement survey. These results were abnormally low and were declining compared with precedentetaux of commitment of employees: 68%
leadership rate: 61% this manifested itself in two ways: the managers were completely overwhelmed and were unable to cope with the dysfunction, they were discouraged + employees were little engines and were not evidence of a high-energy to remedy this situation. This was all the more surprising that this sector was usually known for its high level of motivation.

The intervention

You will find in the document after surgery which was performed:

This project has been the subject of a video that has been chosen for the special issue of the AIPractitioner, I international journal of practitioners in Appreciative Inquiry. This video is the first video on an Appreciative Inquiry operation in french on the net. You can find it by clicking on VIDEO

the results obtained

The results have improved very quickly. Logistics performance increased from 72 to 94.4% (the results have even exceeded). In addition the results measured in the survey of commitment have improved very substantially and this group is by far the most committed group of the entire industrial unit. They are a group of a hundred people. One interesting note at the end of our operation. We focused on the resources that we have found in the success and the forces that had demonstrated the people during their successful experiences. At the end, all the people were enthusiastic with regard to results and also with a new way to work together. We had finally allowed that entity to deal with their challenges. A person at the end is expressed very happy ending by saying ‘we finally talked about the real problems. Fun not, so that we have an approach that does not mention directly. Proof, if it were still needed that the Appreciative Inquiry while not ignoring the difficulties and focusing on success responds completely to the challenges of today’s business!

Coach have

Bernard Tollec – Involve Consulting – www.involve-consulting.com