Speeding-up change

Speeding-up change and facilitating

Speeding-up change: 3 action plans

  • Vision and empowerment plan
  • Thoroughness and organization plan
  • Interaction and motivation plan


Making an operational, efficient, practical action plan concrete, by generating a strong synergy and involving all managers and co-workers in the transformation or guiding project after a merger or a purchase.

  • Giving the process a strong meaning
  • Refocusing the animating forces on their priorities
  • Involving Managers so they can take over the project
  • Developing a strong and unique dynamic in order to lead all co-workers
    • 3 to 5 main priorities to define
  • Defining a concrete, ambitious and realistic action plan shared by everyone, for each priority
    • What?, Who?, When?, How?, KPI?, Follow-up and check-up


Achievement: implementing a decisive transformation project for the future of the company:

  1. S‘approprier et ancrer la visibilité la position de l’entreprise sur son marché et la vision
  2. Bearing the notion of transformation
    • Capitalizing on visibility in order to give an impeccable execution
    • Knowing how to define priorities and spread them over time
    • Taking the matrix into account and determining owners
  3. Knowing how to deal with and speed-up change
    • Going outside of your comfort zone
    • Managers appropritaing the strategic vision and the values of the company
    • Managers communicating, circulating, motivating and having tasks implemented
    • Team work with partners
      • Influencing strategic players
      • Making deals in partnership with the ecosystem in order to federate. Creating intimacy between the company’s partners, clients and animating forces

Phase 1 : Prior preparation

  • Step 1 : Meeting with the steering committee members
    • The 3 or 4 pilots acting as guarantors of the success of the action
      • Ie: DC, HR director, HR manager
    • Capitalizing on all information and exchanges gathered during workstreams
    • Analyzign, categorizing, regrouping

Phase 2 : Decision / achievement

  • Step 2 : Thinking / acting in advance
    • Réalisation d’un questionnaire de concrétisation en ligne pour préparer la construction du plan d’action
      • Sensitizing managers to the notion of “How
      • Making managers contemplate the future
      • Stopping analyses and ideas of “we’ve already done that”, “we can’t do that in our company”, “the market isn’t ready”, “our teams aren’t qualified”…
      • Making them think in advance in terms of solutions
  • Step 3 : Set the 3 to 5 priorities in stone
    • In a consensual and concrete way
    • End with a Charter of Commitment on these priorities
  • Step 4 : Defining concrete actions for each one of them
    • Defining a concrete, ambitious and realistic action plan shared by everyone, for each priority
      • Setting up a concrete project approach
      • Defining a supervisor for each priority
      • Selecting contributors to carry out the actions linked to each project
      • Implementing a reverse schedule
      • Determining steps to check-up and follow-up on the progress of these implementations

Phase 3 : Implementation

  • Step 5 : Steering decisions
    • Steering
    • Follow-up & check-up
    • Implementation


Involving the top management

  1. We check that the vision is existing, relevant and clear within all levels of the company
    • What are we moving towards?
    • Defining vision
  2. We make sure that the strategy is clearly understood and accepted, and that actors are keen on making it come true
  3. We check that the incorporation of a culture of change is carried out and answers to the strategic goals
  4. We test and evaluate the value and complimentarity of management approaches, work methods and tools

Involving all actors

In order to generate a real value and capitalize on the ideas gathered, we will need to act on people

  • By making neutral and constructive exchanges easier
  • By leading co-workers to express themselves naturally and fearlessly
  • By helping them “deliver” ideas

All the while making sure that the ideas gathered are coming true and transforming them into concrete goals

  • In order to make the process operational as soon as possible
  • By developing goals that are spread and understood by everyone