- Séverine Moichine
In a progress approach, the concern for efficiency often leads to focusing efforts on the tangible elements of performance, those that are visible and emerged, which are easier to address with the classic set of tools for change. However, acting only on operational aspects often leads to failures or frustrations (slowness and demotivation)...
The entrepreneur is often helpless when it comes to addressing the more intangible part of what makes a company's performance; yet experience shows that everyone's motivation and ability to play together must be integrated into an agile construction (intelligent and fluid) are nowadays the essential factors for the success of companies.

Actions on this submerged part of the company (which is not immediately visible when entering the factory or offices or when going to the field) transform the company and simultaneously improve Operational Performance and Quality of Life at Work.

In our support work we have therefore strongly developed models and tools that make it possible to immerse ourselves in the "human factor" and the efficiency of teams in order to strengthen and sustain change processes.

It is at the heart of the Sense, Agility and Trust approach, the main levers for the development of people and organizations.
We deploy this approach of excellence through change management based on the ability to act better together in confidence in the service of a shared sense.

Giving Meaning

Building sustainable "shared destinies" in the turbulent environment we know implies developing a culture of Meaning that binds the actors together.
Sticking to or even anticipating changes in one's environment involves the innovative capacities of companies, whether they concern the product (technological innovations), services and, increasingly, managerial innovations.

Building trust and confidence

The cost of mistrust is estimated at 20 to 30% of the company's added value. Trust is the cement of successful organizations because it allows for true dialogue and continuous progress. It implies Competence/Responsibility, Predictability/Reliability and Sincerity/Authenticity.
Understanding the mechanisms of Trust within an Organization or in its links with Stakeholders makes it possible to make the "invisible contract" between actors more concrete and thus to better mobilize energies.

Better acting together

In partnership with university organizations and the most advanced firms (Agil'OA) we have deployed tools to measure, qualify and develop Agility (Ability to act together efficiently in a turbulent environment) at the individual and collective level.
An "Agile Profile" diagnosis thus allows us to support managers and their teams towards new capacities of efficiency and competitiveness in intelligence and collective action.

Switch from whale mode to school of small fish mode

This method of supporting managerial transformation deployed throughout the company makes it possible to transform passive behaviours, waiting resignedly for the decisions of the "management" brain, into interdependent and responsible agile behaviours.

We thus move from a "whale" operation, with a single pole of intelligence and energy of initiative, the rest being made up of obedient muscles towards a "school of small fish" mode where everyone is a happy actor in collective performance. All are aligned by a common vision of a "shared destiny" and set in motion by the desire to serve the common goal. This makes it possible to obtain a more fluid operation, better able to manage all the turbulences in the environment and even to anticipate them in collective intelligence. The concern for customer satisfaction and the focus on shared vision thus become the star that aligns and motivates.

Team-Pact Method