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Your project can be compared to the creation of a mosaic, for which there are two main components:
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| The mechanical dimension |
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| the jigsaw principle |
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You are setting up a project management process : the aim of this process is to organize and manage all available
resources and to ensure step-by-step monitoring of the implementation. To ensure that the stakes are not wasted, the process is
coupled with control of costs, lead-times and quality.
To our mind, it is like a jigsaw puzzle. Assembly of the puzzle requires not only mechanical activity, but also the
movement of the different pieces. It is the same thing with the process. A subtle strategy must be drawn up by the
project leader in order to orchestrate the different actions.
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| The human dimension |
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| the water-drop principle |
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To represent the impact of the project on the company, let's take the example of a drop of water. When a
drop hits the surface of a lake, a series of ripples are dispatched from the point of impact.
The deployment of your project can be compared with this ripple effect.
For your project to be successfully implemented, the surface of the water (i.e. the company) must be sufficiently
agitated by the initial impact of the drop (i.e. the support of the Executive Committee). Managers then downshift, or
relay the project throughout the company, sending ripples to all sides of the lake, to the outer edges, where clients and suppliers are to be found …
Energy is the key to ensuring that at each stage of the process, the project is extended to contacts outside your own structure.
This is one of the two dimensions of the Energ'Ethic concept, Energy deployment.
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Our approach is :
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Targeted : |
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• Knowing where to act
The aim of our diagnosis is to identify the main causes of the real-life, non-superficial situations identified within the company.
In order to be able to propose effective solutions which are coherent with your financial, human or environmental constraints,
we devote time to detecting the potential hurdles (i.e. negative deployment energy) and boosters (i.e. positive deployment energy).
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Pragmatic : |
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• Anchoring new practices
We use a learning system based on experimentation (Charpak - 1992 Nobel prize winner for Physics) rather than academic mechanisms.
In this way, new management practices become anchored in the behavioural practices of all those who are empowered to relay the process.
• Creating interaction between project leaders and their teams
Our interventions are frameworked by an internal communication plan. The plan is designed in such a way as to
ensure that everyone understands the scope of what is being undertaken and to establish their own standpoints.
The plan identifies who are the key relays, regardless of hierarchical status, concentrating more on cross-level communication.
Support material combines traditional communication methods with modern media.
The emphasis is on interaction, working together. For the project to be a success, it is also essential that each manager relaying the
project establishes a close contact with each team member concerned.
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Client-controllable : |
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• Appropriation and sharing of content
Each relay must be aware of their position in relation to the ongoing situation. In this way, corrective actions can be
launched to ensure the best possible implementation and deployment of the project.
• Encouraging sustainable change
The creation of cross-departmental, in-house steering groups helps to get everyone in the company behind the project.
All members of the group are required to show a commitment to the group. It is their level of involvement which conditions the
successful implementation and guarantees the durability of the project.
• Ensuring monitoring of the mission
During and after the intervention, a hot-line service is made available to management teams. The hot-line is run by the consultants working on the mission, and aims to provide clear, expert answers to any questions which may arise in relation to specific events or deployment difficulties.
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Our method
