Defining Change

Who are we and where are we going? Two main questions to ask in the middle of our changing environment. So moving that an organization can be swept away in the space of a few years, by a new entrant or a failed technological shift.
We don’t know what the world will look like in 10 years and despite everything we have to make choices and define a vision. In this video we will see the vital interest in defining a vision and the 3 pillars of developing a vision: purpose, values, and ambition.

The management of change has long been the decision of the hierarchy accompanied by a team of consultants. The change used to be punctual, declined vertically.
There followed a long period of stability pending the next reorganization.
The time of changes in fits and starts is over. Change has now become permanent and pervasive.
Here are the 8 collective and individual levers on which you can rely in order to succeed and balance the changes.

Never lead a change before thinking about the possible impacts of that change.
Studying the impacts of the change will help you:
1) validate (before initiating a change) its relevance: does it represent a real interest for the organization and for people?
2) prepare to manage the consequences and other risks generated by the change
3) anticipate resistance in order to overcome it.
Let’s discover, in this video, 3 change impact analysis matrices.

Benchmarking means comparing oneself with benchmarks / references (services, companies) in order to keep and apply the best practices.
Used for years by the marketing professions in their analysis of competition, benchmarking is making a place for itself in all trades and services.
In this video we will see what to benchmark, with whom, how, and we will offer you a structured benchmarking method.

According to Yves Gagnon, at least two out of three changes in business (70%) are failures, both in SMEs – Small and Medium Enterprises – and large companies. Deadlines are not met, budgets explode, expected benefits don’t really materialize or, even worse, employees reject changes by forcing a backtracking. Failure often comes from a poorly mapped out path…
In this video we will focus on a way of drawing the path of change: where are we going and what steps we need to take.

The Appreciative Inquiry approach started in the USA at the end of the 1980s.
It offers a positive and participatory approach to support change, breaking free from the traditional approach which is often focused on problem solving.
In this video, we will see the origins of the appreciative process, its principles and finally the 5 Ds, the 5 stages of its deployment.