- Inviting the key people in each subsidiary to engage in a direct exchange with the company’s senior executives.
- Setting up and driving the creation of an inter-subsidiary learning community.
- Enabling people to acquire and develop the competencies required for deploying the new business model.
- Empowering each and everyone to express and deploy their innovative ideas
The management teams of each subsidiary were invited to Paris for three workshops and a series of group coaching sessions. This was followed by interactive work sessions, group coaching and one-to-one telephone coaching.
Parallel to this, the participants carried out a cross-functional project in sub-groups of 6-8 participants.
A mentoring process was also set up to support these cross-functional initiatives.
- The new business model was rapidly taken on board and implemented.
- A cross-functional community of key managers was rapidly established.
- The participants developed new skills and behaviour: an open-minded, curious attitude to innovation, a sense of engagement and agility.