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Success Stories

Change in corporate culture



A large historic telecom company has suffered with adjusting to new trends in the market, among which the arrival of newcomers and harsher competition. After changes in the organization that caused major troubles within various teams in the company, time has come to review the management culture.


To support a change in management culture with a special focus on four axes :

  • Reinforcing a client-focused mindset, which could be a challenge for this company renowned for its technology-oriented culture.

  • Bringing global cross-technologies and services answers to corporate clients, which could be difficult for a company organised in expertise silos.

  • Daring innovate and "think outside of the box" in order to answer the clients' needs.

  • Improving effectiveness on these three dimensions while taking care of people's needs.

Merged dynamics
  • A program has been engineered for a major business unit then extended to others.

  • It included four levels of cascading down and was implemented as well to support functions.

  • It was co-facilitated by a team of five coaches intervening together.

Step 1: Setting the infrastructure. Working with the executive committee
  • Consulting with a steering commitee dedicated to the project.

  • Organizing a set of actions intertwined with business events and challenges.

  • Coaching the executive committee of the business unit to prepare them for their specific role in the next steps.

Step 2: Second level: extension to top management
  • Two-day seminar with executive committee and their first lines, with a total of 50 top managers.

  • Design and facilitate a unique mix including: sharing information on strategy with the head of the division, collective creativity on implementation, live testimonies from clients, learning experiences related to each of the three stakes, team building and commitment for the next phases.

Step 3: interconnection with daily business

  • Organised by client: business challenge in connection with the content of the seminar (step 2)

Step 4: Propagation to middle-management
  • Seminar day for several groups of 100 operational managers each, and a group of support fonctions

  • Design and facilitation of a specific version of the main themes

  • Preparation of top managers for their roles as co-managers

  • Co-facilitation by the team of 5 coaches and by top managers who attented the prior steps

Step 5: Cascading down
  • Two hours experiential keynote to different departments, inserted in seminars oragnized by their managers who had attended the previous steps.


Observed results
  • "New kick" for the business unit demonstrated through:

    • Smoother operations across silos

    • Renewed team motivation

    • Fresh energy and pro-activity towards clients resulting in new business

  • Feed-back one year after the operation from a large division top exexutive: "I do not know what you did to them, but they seem not to be the same people".

  • Extension to other units within the group.​​

Change in corporate culture

Relational Intelligence
with difficult clients

  • A group of luxury hotels decides to train its front line staff (frontdesk, housekeeper, waiters, bartenders, concierge and phone reservation) to better handle difficult guests that may turn aggressive.

  • The HR department knows that classic trainings in difficult customer management wouldn't match the stakes.

  • The first goal is to protect staff members by giving them the resources to manage unexpected behaviors from guests, including humiliation or assault.

  • The second goal is to bring new value to the relation, transforming the customer into a client.

Merged dynamics​

Step 1: Modeling

Through a series of interviews, we have identified different situations that have produced difficult relations (segmentation) and elicited successful and unsuccesful strategies expressed by staff members to handle these situations (models or parts of models)

Step 2: Design based on system thinking

  • We have designed a program that enables the participants to step out of a double bind expressed as either suffering from being assaulted, or reacting strongly to the client's inappropriate behaviors with the risk of loosing the client, which in the long run could jeopardize their jobs. We have instead  created a virtuous circle by focusing on a positive question: "what is the best service that a luxury hotel can bring to overstressed clients?" and its answer: "To ease their relationship with the staff and to lessen their  potential agressiveness".

  • For this program, we have created a unique mix of training in "mental aikido", profiling, cognitive psychology (stepping in the other person's shoes), communication tools, and value marketing.

Step 3 : Facilitation at the crossroads of coaching and training

  • A combination between discovery of models, mental training, psycho-somatic experiences and technical practises.

  • The facilitation included specific sequences with a coach on challenging perceptions that could disable some participants from becoming successful in managing their relationship with clients.

Observed results

The program started on a volunteer basis and spread to a large number of sessions. When a participant was asked about her motivation for enrollment in the program, she answered: "I have three colleagues who participated in this program already: for one of them, I must tell you very frankly, that I didn't see the difference. However with the other two, who could not stand difficult relations with customers and who even had clear tendancies to avoid potentially difficult clients, the transformation was complete. One of the two had accumulated a lot of stress. For her it was like a rebirth and I can see her now having fun and in good spirit in handling the most difficult clients. If such a change is possible in two days, it was a foregone conclusion that I would register. "​

Relational intelligence with difficult clients
Leadership development

Leadership development


  • A leading worldwide group in technical and high-tech services for industry has significantly increased worldwide through acquisitions.

  • The HR department has decided to create a program for very high potentials.

  • To empower high ranking operational executives in order to create a pool of potential worldwide board-members

  • To strengthen the common culture across businesses and countries

  • To develop business across countries

Merged dynamics

We have designed a program that is fully balanced between business and personal-professional development. It includes:

  • Personal and leadership development

  • Business and applied strategy

  • Change management

  • Learning expedition

  • Co-development meetings

  • Group dynamics and team profiling

It is organized in three on-site sessions of three to four days each planned over one year.

An international team of four coaches including one American, one Belgium, one British, and one French, facilitates the program.

Observed results

The program has been running for the past 10 years with one class a year of 16 persons. In addition to very detailed and positive feed-back for every session, we have beneficiated from a study on 8 classes indicating that tools and methods from the program were indeed implemented and frequently used by the attendees. We also had amazing insight on what had changed in their professional lifes as a result of the program.


Several attendees were promoted to the Group Executive Committee, most have significantly progressed in their careers, and many are now requesting the same kind of training for their teams.​

Intercultural mediation

Intercultural mediation


  • The most important mining site in Africa will open to operations in a few months. The business is a joint-venture between two major companies, one Australian, the other French, in partnership with the Senegalese Authorities.

  • To prepare the transition from the construction phase to the operation phase

  • To solve some misunderstandings and tensions between the three cultural groups.

Merged dynamics
  • A program that included working at two levels: the Steering Committee, then top magement (several dozen of people)

Step 1: Interviews of members of the Steering Committee
  • To understand differences in perception and expectancies, and identify key factors for an intercultural mediation

Step 2: Seminar with the Executive Committee
  • An original mix of training in intercultural management, workshop on operation guidelines, reciprocal bi-lingual communication and mediation (to reach a common working platform conveying the same messages and connotations in different languages and cultures).

Step 3: Seminar in large group with top management
  • A mix of training in intercultural management (understanding structures of the three cultures involved and the impact on daily professional relationships), collective coaching and mediation, and a production workshop on organisation and creating future priorities for the beginning of operations.

Observed results
  • Tensions solved, better understanding of differences in culture, values and perceptions;

  • A new start in communications and a renewed ground for collective success;

  • Official thanks for the work accomplished by representatives of all three cultures.

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