Context of interventions
- Periods of change
- Performance optimisation
- Continuous development
- Adapting to constraints and to projects
- Anticipating change
- Causing and managing changes
- Working with changes
Areas of intervention
Generic themes
- Change management, strategic collaborations
- Operational management teams and projects
- Leadership, communication and social skills
- Building and strengthening teams
- Defining functions, executive profiles, recruitment assistance
- Inter-departmental procedures and collaboration
Target clients
Corporate
- Management Teams
- High-Level Management
- Task Forces
- Senior Executives
- Middle Management
- Heads of Department
Non-corporate
- Professional athletes (see Coaching)
- Independent clients
- Private individuals (personal projects)
Vectors for change
20 - 80 - 60 (source: Pareto)
20% of parties create 80% of profits for themselves, but they need to commit to 60% of time resources. Therefore, change has to be initiated in the right order, according to impact priority, given that all profits will only be achieved when each and everyone will have played their own role. Collective success means that there is no room for small contributions - there are only percentages that build up to make a whole!
We want to address an "executive" audience, because we believe they are some of the guarantors, sponsors and custodians of intelligent change within organisations.