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.

Pictogramme Optimise collaborative efficiency
Optimise collaborative efficiency
Pictogramme Adapt the team to the mission
Adapt the team to the mission
Pictogramme Strengthen the collaborative dynamic
Strengthen the collaborative dynamic
Pictogramme Reinforce the feeling of belonging to a close-knit community
Reinforce the feeling of belonging to a close-knit community
Pictogramme Rely on a simple method of collaboration
Rely on a simple method of collaboration
Pictogramme Take a step back from collective performance
Take a step back from collective performance
Pictogramme Speak the same language
Speak the same language
Pictogramme Accelerate onboarding of new employees
Accelerate onboarding of new employees
Pictogramme Open up to new ways of working together
Open up to new ways of working together
Pictogramme Strengthen ties
Strengthen ties
Pictogramme Organise team feedback
Organise team feedback
Pictogramme Succeed at all costs but not at any cost
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”

Les objectifs

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”.

En savoir +

PROJECT TEAM

JOINT VENTURE IN SERVICE INDUSTRY

“INCUBATOR: LAUNCH OF A COMPLEX PROJECT”

Les objectifs

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.

En savoir +

EXECUTIVE COMMITTEE

SME NUTRITION SPECIALIST IN BRITTANY

“REORGANISE TO COPE WITH CHANGE AND NEW AMBITIONS”

Les objectifs

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.

En savoir +

HR TEAM

CONSTRUCTION COMPANY

“HARMONISE AND OPTIMISE HR MANAGEMENT”

Les objectifs

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.

En savoir +
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