THE CONDITION FOR DEVELOPING HIGH-PERFORMANCE TEAMS
How to work better together, quickly and lastingly: accelerate mutual trust, maintain a balance between autonomy of action and collective efficiency; cultivate the desire to work together on ambitious projects.
Every year, we work with more than 40 TEAMS:some examples... in respect of confidentiality
INTERNATIONAL INDUSTRIAL GROUP
Following a change in CEO and renewal of 50% of the Executive Committee, to bring the team together to meet very ambitious short-term objectives:
• To create a team that confidently pulls together: complicity, spontaneous exchange and taking pleasure in the success of a shared project, each in their own field and with their own personality.
• To adjust the balance between autonomy of action and team performance: cooperation, impact of each participant’s decision and behaviour on the organisation as a whole.
• Align and commit individually and collectively to the values of the “Executive Committee team”.
JOINT VENTURE IN SERVICE INDUSTRY
Create a mixed steering team from two different companies, to kick off a complex project involving more than 200 employees:
• Integrate and mix the two corporate cultures to create “One Team”.
• Use the PEGASUS WAR ROOM methodology to launch the joint project on a solid and common footing.
• Develop an action plan for the project: outcome sought, success criteria, phases & sequences, non-compliant cases.
SME NUTRITION SPECIALIST IN BRITTANY
Support transformation of the company by restructuring governance and quickly engaging the new management team on collective issues:
• Facilitate the founding director stepping back and letting go.
• Design together the new organisation and provide individual support to key people.
• Accelerate “team performance”: cohesion, active cooperation, adaptation to change & motivation to tackle a demanding challenge together.
Following the creation of a centralised HR Department, set up a joint corporate/subsidiaries HR team and build cross-functional operational HR projects:
• Create an aligned and cooperative “HR team”.
• Define the rules for corporate/subsidiary interaction.
• Identify prioritise and launch in WAR ROOM mode cross-disciplinary HR projects.