Photo: Max Fitz / UnsplashSERVICES
A three-year course, the whole organisation in the plan.
Over 90% satisfaction among employees involved in the plan.
Read the case[moment 03.]
“The decision is made, but nothing moves.”
The plan exists. On the ground, everyone is waiting to see.
A strategic plan is not executed until the people who must deliver it see what changes for them. Managers caught up in urgent work, support functions brought in too late, a front line that waits: executing a strategy depends on the organisation's engagement, not on the document.
What is at play
Your managers
Caught up in urgent work, they handle the day to day first.
Support functions
Brought in too late, they slow things down.
The front line
Nobody sees what changes for them.
What we do
01
The ecosystem of your issue
We first translate the plan at leadership level, before cascading it.
02
Team engagement
We start with a limited scope, with relays who know how to act.
03
On the ground
We anchor the plan at key moments with our ready-to-use tools, and we stay until it is done.
What you gain
An organisation that engages and contributes. Results you can see.
[first step.]
2 hours to see your issue clearly.On your own, away from your offices, with both partners. Your map and priorities, in writing within 48 hours.
Frequently asked questions.
Why does a strategic plan fail to roll out?
Because it was written without the people who must deliver it. Managers deal with urgent work, support functions discover the plan too late, and the front line cannot see what changes for them.
How do you involve employees in an action plan?
First by translating the plan at leadership level, then by rolling out a programme that lets managers and teams take part in delivering it. In our Services client case, satisfaction among employees involved in the plan is above 90%.
Other moments
“My shareholders, or my partners, are not aligned.”
Everyone has something to gain or lose, and nobody says so.
“The deal is signed, the integration is stalling.”
Merger, acquisition, combination: two teams, two cultures, one organisation to run.
“I have to prove it is worth it.”
Win over those who decide with me, and bring on board those who will deliver.