Our approach

Reinventing organizations for the 21st century requires a new mindset, the adoption of new behaviours and modern management practices.

Increase your ability to quickly sense and respond to change

We’ll help you create an environment that allows people to transform into highly performing contributors and motivated change agents. We’ll challenge your existing processes, structure and governance model to create an agile culture. You’ll be able to leverage your employees’ intrinsic motivation and natural intelligence to build highly motivated teams.

A culture change should not be improvised

Traditional organizational structures, standardized business processes and current management approaches significantly reduce the motivation of modern employees, which hurts performance and innovation.

Step 1

Agile organizational diagnosis

The transition process to increase the organizational agility generally begins with a diagnosis of the teams or organization wishing to upgrade for the digital age.

During the diagnosis, a sample of employees and managers are met individually to assess their understanding of organizational agility, their openness to change, to identify opportunities and potential risks and to answer their questions. Also, employees and managers are invited to answer online questionnaires. This step also allows us to start managing change.

Following the diagnosis, recommendations are prioritized by business impact and shared with our client. The report usually contains:

  • recommendations regarding the implementation strategy;
  • a training plan for executives, managers and team members;
  • a sequence of activities to be carried out;
  • a change management approach;
  • a support strategy for managers and team members.

Step 2

Coaching a pilot project / team for team agility

After selecting a pilot project / team, coaching consists of supporting the project / team to increase its level of agility by changing mindsets, behaviours and practices. The process often begins with the definition of a team charter (mission, objectives, constraints and working protocol).

The lessons learned during this phase allow us to build a solid strategy and blueprint to scale from team agility to organizational agility.

During this phase, we also begin the transfer of knowledge to internal employees who will be mandated to coach additional teams in the future.

Step 3

Scaling to organizational agility

During this phase, our coaching aims to accelerate the adoption of organizational agility and resolve the impediments preventing the organization from scaling its agility.

We participate in governance meetings and help redefine the practice and behaviours to support the adoption of an agile mindset.

When several autonomous teams are set up, the coach starts communities of practice (co-development groups) between teams so that they can support and learn from each other.