Business transformation and executives’ performance

In order to lead a company to success, the key challenge lies mainly in the implementation of the strategy and not in its conception.

Your strategy leads you to transform your company, to shift gear, as well as to seek levels of considerably better results. You must radically and durably change the performance model of your company, be audacious and innovative, adopt new operating modes and new professional behaviours :

• Customers must be placed at the core of the company and your teams must learn how to listen to them, how to anticipate their expectations, how to bring appropriate answers and how to fulfill your company's commitments ;
• The decision-making must be as close as possible to the field; on all levels of the organization, each employee must show initiative, anticipation, innovation and risk taking. The managers must learn how to create an environment which favours these professional behaviours ;
• Excellence in the processes and continuous improvement are key success factors for your company.

Performance model and appropriation by managers and employees

We help you

• To establish the objectives of your company : expressing the strategy within a balanced frame of concrete operational objectives, and establishing the cause and effect relations between the four following fields of performance : economic performance, customer performance, process performance, infrastructures/ support performance.
  These objectives gives consistency to priorities and objectives of the company on all levels of the organization : each employee can understand his contribution to the global results of the company (simplified Balance Score Card method) ;
• To specify and create the desired culture of work : evaluating the main gaps with the current culture of work : what is there to preserve and get rid of within the current culture, what needs to be changed, what are the slowing-down factors ?
• To develop methodologies for projects creating value : privileging action, gathering various competences, proceeding from idea to project, accepting risk ;
• To define the management system of performance : determining the components of performance (mastering of the role : mastering of permanent missions and professional behaviours, and achievement of the objectives : a few prime objectives, linked to those of the company); defining the management cycle of performance and implementing it into other management processes of the company ; setting up the performance piloting system including the key measurement indicators ;
• To clarify organization : clearly allocating the responsibilities, identifying the cooperations, and ensuring that the roles and the missions are well understood ;
• To identify individual and team key competences : the more complex one role becomes (autonomy, initiative, risk taking, customer orientation), the more its performance will depend on behavioural competences ;
• To optimize key processes : bringing these processes close to customer relationship, and making sure that actors do understand the ensuing implications in their roles and for their performances; integrating continuous improvement in the performance requirements ;
• To train managers : implementing the appropriate management styles, and creating a favourable working environment for entrepreneurship and performance ;
• To optimize a remuneration policy : setting up recognition methods enabling to value entrepreneurship and to value individual and team performances, in the short and medium term : set individualized remuneration linked to the mastering of the role assessment (completed missions and acknowledged behaviours), variable remuneration (short / medium term bonus, extra bonus, shareholding scheme) linked to the achievement of individual and collective results ;
• To give a meaning to change : according to the stakes of the company, the strategic objectives, and the methods used ;
• To draw up the roadmap of transformation of your company : setting the priorities, to succeed in setting up a true culture of entrepreneurship and performance.

Implementation of the performance model

We help you

• To launch and to follow-up growth projects : according to the strategy and the priorities of the company ;
• To clarify roles and permanent missions : specifying the performance criteria, identifying the measurement indicators, specifying the necessary steps, and formulating the efficient competences as well as professional behaviours ;
• To identify and assess key people and potentials : identifying, developing, and preparing the take over ;
• To define prime objectives : with reference to the balanced objectives’ scheme of the company, to the units’ specific priorities, and this by stating the expected behaviours ;
• To recognize and motivate : by taking into account the entrepreneurship dimension and individual and team performances ;
• To coach : following-up the progression of teams towards the objectives, filling a professional blank, modifying a behaviour, taking corrective measures in order to reduce gaps of performance; but also making management styles evolve to develop a favourable climate for a management of entrepreneurship and performance ;
• To monitor : analyzing results, diagnosing strong and weak points, identifying fields of improvement and progress, communicating global assessment.

Integration of the performance model within management processes

We help you

• To verify coherence and relevance of your processes : for your policies and management practices as well as human resources management to constitute the appropriate levers to promote the culture of entrepreneurship and performance ;
• To assess and develop the leadership of your managers : to have competences and tools required in order to be true actors of people management as well as to be the promoters of the desired culture ;
• To set up or make the Human Resources function evolve : to adapt its positioning, its organization, its competences to the role you assign within the company; and to clarify the respective roles of the managers, the Corporate HR Department and the HR managers.