Team development
“Whatever our level of excellence, our value is only relevant in our relationships with others.”
2.
Collective intelligence
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.
Optimise collaborative efficiency
Adapt the team to the mission
Strengthen the collaborative dynamic
Reinforce the feeling of belonging to a close-knit community
Rely on a simple method of collaboration
Take a step back from collective performance
Speak the same language
Accelerate onboarding of new employees
Open up to new ways of working together
Strengthen ties
Organise team feedback
Succeed at all costs but not at any cost
Every year, we work with more than 40 TEAMS: some examples... in respect of confidentiality
COMEX
INTERNATIONAL INDUSTRIAL GROUP
“ACCELERATE THE FORMATION OF THE NEW EXECUTIVE COMMITTEE”
Objectives
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”.
PROJECT TEAM
JOINT VENTURE IN SERVICE INDUSTRY
“INCUBATOR: LAUNCH OF A COMPLEX PROJECT”
Objectives
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.
EXECUTIVE COMMITTEE
SME NUTRITION SPECIALIST IN BRITTANY
“REORGANISE TO COPE WITH CHANGE AND NEW AMBITIONS”
Objectives
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.
HR TEAM
CONSTRUCTION COMPANY
“HARMONISE AND OPTIMISE HR MANAGEMENT”
Objectives
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.
