Creating a shared vision, defining strategy and deciding how to execute
A clear and motivating vision is a guarantee of success, but it is not easy to describe the future state of your company, especially during a necessary transformation.
The strategic vision defines the goals and objectives. To achieve the expected performance, everyone's contributions are coordinated.
What is your vision for the future? What is the value proposition? What value will you create? In line with your values and mission, how do you build this vision? How will you make it operational, engaging and attainable?
And what kind of transformation will be necessary?
Business models are challenged by digital transformation. This food company has embraced the challenge.
The management group, with its highly cohesive team spirit, created a new vision and set strategic priorities and action plans after listening to employees, partners and investors.
The first steps have been successful, and the current project is very promising. Investors are on board and now employees are getting involved.
Corporate Social and Environmental Responsibility
Corporate Social Responsibility (CSR) is an approach that aims to integrate medium- and long-term sustainable development issues into the vision and strategy of an organisation. The European Commission defines it as "the voluntary integration by companies of social and environmental concerns into how they operate and how they relate to their stakeholders".
By 2024, whether they are positioning a start-up, becoming a Mission Company or steering their entire organisation towards a comprehensive and serious medium- and long-term CSR approach, the social and environmental dimension will be one of the key strategic responsibilities of organisations and their management teams.
The benefits are numerous:
- Sustainability of your organisation
- Reputation building and brand awareness
- Attraction and retention of customers, consumers, employees and suppliers
- Enhancement of visibility to investors, shareholders, owners, donors, sponsors and the financial community
- Risk, conflict and crisis prevention
- Facilitation of relationships with the media, government, peers, suppliers, customers and reference communities
How can you get your business to start acting on Climate Change?
Explore the future and take climate action together in the immersive '2 tonnes' workshop.
Working in teams of 8 to 12, over 3 hours, discover the individual and collective levers needed to transition to a low-carbon society.
Experts and novices alike are invited to look ahead to 2050 and see how they fit in
CSR Training Programme
CSR in a nutshell, standards and reminders
The 7 core areas and the concepts they cover
Detailed analysis of each area:
Respect for human rights and labour
Labour relations and working conditions
- the environment
- good business practices
- consumer protection
- contribution to local development
- corporate governance
The Responsible Company Benchmark
- analysis of current practices
- identify performance in the areas covered by the standard
- development of an action plan
Support the human resources department making CSR an HR lever
- Diagnosis: through interviews with people involved in CSR and the HR department, gather information on CSR policy and analyse its contribution to HR policy: recruitment, talent, training, compensation, social dialogue.
- Training: understanding the scope of CSR and why it is needed, the environmental issues to consider, how to comply with legal obligations, how to use CSR as a lever to attract and retain employees.
- Building: collaborative workshop to identify actions already taken that need to be promoted, build a case for considering the environmental impact of activities, define the strategy for integrating environmental impact into jobs and careers, build an HR action plan integrating the company's CSR approach.
Developing a cohesive team to create sustainable value
The hallmarks of success are team spirit and the ability to play together. In rugby, in music and in the business world.
Yet the collective terrain is regularly polluted by individual abilities to play together, personal agendas, political interests and the many paradigms of the changing business world.
Through team coaching, in simple or more complex, often multi-cultural contexts, new teams or dysfunctional teams work on trust and on the quality of their interpersonal relationships. To achieve the highest levels of value-creating performance, they develop their capacity for friendly confrontation, cooperation and commitment.
The teams in this distribution company had been reshuffled by successive organisational changes. The highly competitive day-to-day life of the teams was not conducive to cohesion and the collective pursuit of performance. It was therefore time for a rethink of the team's way of working.
After mourning the departure of their former charismatic leader, the group managed to come together again by playing a truly collective game. They developed trust between members and managed to speak truthfully and sympathetically to each other to find new ways of working together.
Since then, the team has been working towards performance. They regularly take time out to reflect on authenticity, humility, sharing as a source of progress and commitment.
Let's meet
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share ideas and practices..
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