The abstract transformed — into actionable solutions.
Four interventions illustrating how we translate complex human challenges into measurable solutions that are adopted on the ground.
Adoption d'un virage stratégique
En 4 mois : +50 % de candidatures qualifiées, turnover divisé par 2.
Une nouvelle stratégie de croissance, un turnover élevé sur les profils techniques, des managers en difficulté.
- Diagnostic d'adoption
- Atelier promesse managériale
- Boîte à outils pour les entretiens
« On avait déjà fait des audits. La différence ici, c'est qu'on est passés à l'action. » — DRH
Adoption d'une transformation organisationnelle
En 6 mois : rétention à 18 mois passée de 62 % à 84 %.
Une croissance rapide, une culture diluée, des nouvelles recrues qui ne restent pas au-delà de 18 mois.
- Diagnostic d'adoption multi-sites
- Refonte de la promesse employeur
- Atelier managers multi-sites
« On a arrêté de parler de marque employeur et on a commencé à la construire. » — DG
Adoption dans le portefeuille
En 6 mois : 2 transformations remises sur les rails, 1 management stabilisé, un reporting trimestriel au fonds.
Deux participations en retard sur leur transformation, une participation exposée au départ de son management.
- Adoption Portfolio Review
- Intervention ciblée sur 3 participations
« On voit enfin ce qui se passe réellement dans nos participations, avant que les chiffres ne le disent. » — Directeur de participation
Relaunching a global LMS
35% of lost usage recovered. The LMS became a strategic lever.
Turning training into a lever for spreading the group's strategy and values.
- Design of an engaging learning environment, conveying the culture and strategic pillars
- Creation of an in-house production studio
- Independence from the platform provider
Diversity & Inclusion Passport
A well-received solution that fosters collective dialogue, rolled out after being embraced by the HR committee. Recognised as an asset in the company's CSRD report.
Bringing a D&I policy to life across 40 subsidiary cultures without rejection on the ground.
- A learning trilogy: e-learning for all, two podcast seasons, a workshop for leadership teams
- Manifesto and commitments approved by the executive committee, an 'inclusive manager' toolkit
- A network of D&I representatives and action plans per entity consolidated at corporate level
Global Competency Model
A framework embraced by managers, translated into measurable daily practices across subsidiaries.
Turning a theoretical framework into observable managerial behaviours across all subsidiaries.
- Translation of the framework into observable behaviours
- Storytelling, learning modules and a manager's kit
- Coordinated international rollout
Tech SME: a strategic direction that wasn't taking hold
From 18% to 72% adoption in 30 days. €380k of value recovered, a 9x ROI within three months.
Two months after the executive committee's announcement, the new direction was being applied by only 18% of the 50 employees.
- Application index measured at Day 0: 18%, a real blockage identified
- Three workshops in 30 days: executive committee, managers, teams
- A new measurement at Day 30 on the same scope, using the same method