Transforming a corporate culture is a long process. For there to be a cultural transformation, the actors must put into practice new human relationships: not to change the rules of the game, but to change the very nature of the game. It is not a question of deciding on a new structure, a new technique, a new method, but to launch a transformation process that involves actions and reactions, confrontation and cooperation.
Our approach aims to allow everyone to experiment individually and as a team with new operating modes. We create tailor-made experiences so that employees live a unique moment, so that they are actors of their commitment and fully turned towards the transformation of their organization. Collective intelligence is at the heart of these experiences.
We are convinced that Caring must infuse in all the interactions experienced by employees within their company: construction of the organizational structure, control and reporting methods, contact with HR, quality of interactions between individuals, with their manager, or collectively, cooperation between entities on a project, etc.
The way in which these life times are experienced by employees matters as much as the results. It is on this condition that trust will be born which allows everyone to commit fully.
More broadly, this philosophy of action puts at the heart of the company the possibility for everyone to seek and find their role and their professional place. This adjusted management is the keystone of the dissemination of our principles of Caring and Trust.
The digital revolution and robotization are continuing: algorithms are already making more rational and factual decisions today. The leader will no longer be a person who knows it all, a source of information accessible everywhere and to everyone all the time.
In an agile world, their role as an organizer is reduced as the need for the autonomy of employees is enforced. We therefore expect even more humanity from the leader. It must be meaningful for everyone, helping them find their professional place, showing recognition at all times.
They need to be someone who brings the employees of the company together, they allow exchanges so that everyone can express their truth, removing misunderstandings, regulating conflicts.
They are also the bearer of strategic and innovation initiatives, to implement them at their level.
The new leader is this conductor who must assume their power and agree to let go; they are the new humanist leader serving the company’s project and its performance.