Rally all the Actors to achieve a major transformation

Mergers & Acquisitions
Breaks-ups: Large management reorganizations

Outstanding one of a kind moments in the life of company include mergers and acquisitions, major management reorganizations, and crisis situations. These moments call for immediate and professional attention, and often under highly unfavorable, emergency circumstances. The first priority is to identify the human levers. These are the people who will solve the apparent contradictions and bring pertinent answers in acknowledging the fractures.

What is at Stake?

Why simply “endure” change when one can decide to lead change? Creating a dynamic situation around the vision of change is mandatory for any company that faces such an outstanding situation. In order to do this, one must first create favorable conditions so that every player feels a strong commitment to the change. This in turn requires working on each individuals’ motivation and resistance.

Our Offer

1. Participate in Building a Vision

  • Defining the Vision with the Executive Board.
  • Communicating and spreading the Vision inside the company.
  • Linking up Vision and strategic projects.

2. Engage and rally teams in deployment

  • Diagnose strengths and weaknesses of the system.
  • Identify possible actions and work on tension points
  • Make change fit into a durable dynamic structure

3. Unlock team performance

  • Support individuals and their teams “in situ” in order for them to mobilize their resources
  • Learn how to share responsibilities and promote individual autonomy.
  • Use conflict as a tool to learn and make progress.

How We Intervene

  • We will look for the form that emerges from complexity by going to the heart of things without being simplistic. This allows us to come up with a pure and clarified vision of the desired change.
  • We work on change appropriation by using all levers that are at our disposition, be they human or systems.
  • We ensure that each individual leverages his differences so as to give the maximum performance.

Case study

Building a sales team

A European company decided to deploy a new commercial coverage in order to acquire new market shares.


Before we came into the picture, this company sold different product lines, often to the same client, in a completely independent manner. It seemed clear that if a common marketing solution for the different product lines could be presented to the client, the company would increase its market share. We were asked to support the Vice-President in charge of this project for the retail sector market. His goal was to create a sales team based on the existing workforce in selected European markets.

Our Intervention

We adopted an approach that might be seem paradoxical at first. So as to go faster, we allowed enough time for each country to appropriate the European project and to transform it into a national one.

  • In a first step, we made a listing of the available means for the management of change. We then set up a single European task force that was responsible for implementing the change.
  • In a second step, we delegated responsibility for the conduction of this project, engaging each individual country: France, England, Germany, Italy, and the Nordic countries. From this effort, there evolved a series of workshops built on the same model. A team of managers emerged from this work who were willing to conduct the changes in the different countries.
  • In a third step, numerous local actions took place. In particular, new management systems and groups of experts animated by mentors were formed, which had never existed in the past.
  • In a fourth step, the role of the European task force was simply to eliminate the obstacles identified by each of the national teams. From this work, new career plans were made for individuals working on the integrated solutions and new methods of measuring and recognizing individual merit were established.


This approach empowered the local teams and moved our client, the European Executive, into a very strategic position. It allowed a 10% growth of the turnover by the first year. By way of comparison, three other business leaders, who had been named to other market sectors (telecommunication, bank of details and automobile),adopted a pan European top-down approach that seemed to give them control over the most important operations. The results of this approach however were significantly lower, varying from 0 to +4%.