Updating an outdated managerial model
Client sector: Food-processing industry
Location: Vendée, France
Our client was a large multinational player in the food-processing industry looking to overhaul the management model of their French operations. The objective was to provide greater clarity and consistency in team management and to encourage greater autonomy, innovation and performance-focused mindsets from their employees.
We created a framework to help the client build this model by soliciting bottom-up feedback from the teams. The updated model built on and expanded what was working well – while minimizing blockages to success and pain points for employees. The new values were formalized into the feedback structure to align with the desired outcomes for the company.
We worked with our client to:
- Design a participatory approach that involved a wide range of stakeholders (top management, line management, teams, staff representatives)
- Conduct individual interviews and focus groups to understand how the culture and structure of the organisation was perceived among employees
- Complete a benchmark analysis to understand how companies in their market were approaching their own business challenges and transformations
- Define their target management model and map the path to its successful implementation
The differences we made:
- We developed a single, consistent management model based on the client’s unique “DNA” that could be shared across diverse workplaces and functions
- We ensured there was a clear and detailed implementation roadmap to deploy the model step-by-step across the organisation
- We nurtured a collective dynamic in which all employees felt involved and implicated in building the new model and that their voice was heard