Developing a culture of Empowerment & Collective Intelligence
- Advisory
- Conseil
Challenge
Project Background & Rationale
The organization’s Back-Office had long operated on a classic “industrial/bureaucratic” model, i.e. a “directive and paternalistic” management style that controlled the work of the staff in “execution” mode. Internal and external customers demanding greater efficiency and agility, a certain degree of demotivation in the field and the arrival of a new Top Manager were the 3 key elements at the origin of this project to develop a culture of empowerment centered on participation. The aim of the initiative is to support the management team in implementing a culture of personal empowerment and collective intelligence at every level of the organization.
Type
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150-300 ETPs
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Finance / Insurance
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France
Challenges
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Deploying a culture of personal empowerment & collective intelligence
Ressources
2 Consultants (Change manager / Trainer & Coach)
Time
24 months, based on specific, targeted interventions
Expressed Needs
01
Help management to refine its cultural transformation plan in concrete terms
02
Make middle management aware of the new managerial approach & provide them with the tools to implement it
03
Provide individual support to managers who are finding it difficult to adopt the new approach
04
Help overhaul comitology to align managerial processes and culture
05
Raise awareness among field staff to generate a “systemic
Our Approach
The approach deploys a series of structured interventions in “agile” mode, aimed at having a lasting impact on the organization’s culture :
1
Workshops with management on the “Cultural Transformation” roadmap
2
People management training sessions focusing on “Empowerment” and “Collective Intelligence“
3
Conferences (in short format) for field staff
4
On-site cultural diagnostics for each team (level of cooperation, empowerment, etc.)
5
Work sessions based on results, with formulation of a collective action plan
6
Playful exercises to raise “analogical” awareness among stakeholders
7
Individual coaching for selected managers
8
Ongoing sharing of readings, frames of reference, tools and models (some in Digital Learning format)
Results
- Middle management convinced of the significance of the Cultural Transformation approach
- Visible changes in behaviors in the field
- Governance adapted to the new culture
- A majority of staff convinced, having changed certain behaviors in the field
- Change resulting from individual coaching for some managers
Some references
