Framing the ambitions and direction of the project

First and foremost, we attach particular importance to clarifying the pillars and raison d’être of your project. What are the pain points? What is the scope? What are the must-haves? What are the rules of the game? What are the main expected benefits? This initial clarification stage generally takes the form of individual interviews with the project sponsor(s) and the main decision-makers potentially affected. Depending on the level ofalignment of the stakeholders, a group meeting is organised to share and clarify the ambition and the framework.

Our consultants are masters of individual and group coaching techniques, and will be able to ask questions, identify weak signals and support the group in formalising common and (genuinely) shared objectives so that they can begin to tell the story of the project with a single voice.

Understanding what already exists

In-house projects often result in organisations that are ‘out of touch’ with the ground.

We provide the framework and the method, while your experts and colleagues provide the reality on the ground. Beyond the fundamentals of organisational analysis (workforce, job descriptions, skills, processes, management, customer surveys) ….

This project stage will mobilise 4 complementary levers to bring depth and acuity to the analysis

Sharing and aligning project contributors and sponsors on the findings

Multi-disciplinary workshops (incorporating the voice of the customer and partners where possible), using inspiring methods adapted to your culture and based on the themes identified in the project scope (strengths, pride, aspirations, malfunctions and irritants). The analysis of the existing situation should not only stigmatise what is not working, but also highlight the elements of the organisation that have made it work up to now.

Immersions in the field, such as ‘my life, my life’, on the sites concerned, with questioning and an analysis grid.

Analysis of your ‘data assets’ to make your historical data speak for itself (volumes, processing times, quality of service, Satcli, work stoppages, accidents, working hours, employee commitment, etc.).

Defining the range of possibilities and choosing the target best suited to the vision and transformation challenges

The aim of this stage is to identify and explore scenarios, weigh up the benefits, efforts and risks, and then make a choice.

Our business expertise and our constant monitoring of market trends mean that we can feed our thinking with sector benchmarks of best practice.

The exploratory phase with the project group will consist of identifying and refining possible solutions based on the problem (keeping in mind the key issues and objectives defined in the framework). The scenario screening phase will enable the scenarios to be weighed against a multi-criteria grid incorporating the expected gains, the impact and effort of the transformation, the benefits for customers and employees, the contribution of the project to your CSR transition, etc.

The final stage, carried out with the sponsor, the project manager, the main decision-makers in the scope and the HR department, consists of validating the most relevant target. Choosing means renouncing your commitment.

Working closely with the HR contributors from the outset of the project will enable the strategy and tactics for social dialogue to be co-constructed as the project progresses, and will feed into the next stage of preparing for deployment.

On the basis of the target selected, we will refine the various aspects of the target organisation (structure, job descriptions, sizing, elasticity of activity volumes and activity volume stress test) to test the resilience of the model. An organisation cannot be drawn up on the basis of a ‘photo’ at a given moment in time. Structuring and weighing up the target workforce should also enable the model to be put to the test in the event of variations in activity (upwards or downwards) and to incorporate the possible side-effects of seasonality in order to validate the hypotheses and build an agile organisation.

This target will also make it possible to finalise the project’s change management strategy (communication, events, help in choosing the target position, training, support in taking up the position).

At this stage, while respecting the social dialogue milestones, we recommend a cascade of events to convey the meaning of the transformation and present the target organisation and jobs.

• Stage 1: middle management

• Stage 2: local management

Stage 3: all employees affected by the transformation

Defining the roll-out strategy, the trajectory and supporting the transformation

Depending on the depth of the transformation, analysis and choice of scenarios: Trials, POCs, Functional Breakdowns, BIG Bang. A pragmatic approach to deploying the chosen model while ensuring service continuity.

Coordination with those responsible for the prerequisites (processes and IS in particular) is a key success factor for identifying the critical path and correctly scheduling the trajectory, obviously taking into account the incompressible deadlines associated with social dialogue.

There’s the project on paper… and then there’s business news and the unexpected. Our approach aims to bring agility and adaptability to the roll-out trajectory by adapting while respecting the unavoidable milestones.

We provide our customers with support as and when required, whether it’s for the operational management of the transformation, change management, support for social dialogue, defining selection criteria and filling target positions, measuring the achievement of objectives and setting up the virtuous circle of continuous improvement or, more simply, helping the target managers of the new organisation to take up their new positions.