Implement new ways of working
develop collaborative approaches
Developing managers 2.0: ensuring employees' growth, fulfillment and well-being
Bouygues Construction is a global player in construction and services. It has 50,100 employees and operates in more than 80 countries. The company was rated top employer 2017 in France.
Bouygues Construction has always prioritised the development, fulfilment and well-being of their employees. However, due to corporate and societal changes, the company wanted to adapt and change their managerial practices and behaviours to find new ways of working and communicating.
Some of the changes directly impacting management styles are as follows:
Krauthammer focused on four core management areas (deciding, leading, communicating, and accompanying) with a direct impact on daily actions. By illustrating the shift from the old behaviour patterns to the new set of behaviours required (from … to), Krauthammer laid the foundation for the design concept of the programme.
Together with two other training companies, Krauthammer designed a very special, tailor-made programme. With a mix of different facilitation approaches (Appreciative Inquiry and Team Constellation), the use of the Dynamic Spiral-model, and experimental improvisation, it was a very varied learning journey.
The different parts of the learning journey were:
The programme was co-delivered with facilitators from two other training companies. It lasted four days and was deployed in blocks of two consecutive days.
The training groups (20-24 people in size) represented the managing system of Bouygues Construction, ranging from first level managers to directors. The participants were connected to the organisation’s Yammer community throughout the programme.
200 managers participated in this training event in 2017. The participants described it as an authentic, new, 2.0 experience, where they were continuously experimenting and adapting to the group flow. They also said that it was much more than a training exercise and that the experience was incomparable to anything they had attended before.
The promoter score of satisfied participants recommending the event to others is currently 85%.
The programme continues in 2018 with several training groups.
Roche and Krauthammer co-designed and developed a modular sales training concept based on one-day training sessions. All training programmes are now geared to the “Roche way of customer engagement”, a framework defining observable criteria for sales behaviour. Roche and Krauthammer are continuously enhancing this programme to improve agility and customer focus.
Included in the learning journey of Roche :
SBM Offshore wanted to make its leadership culture stronger by enabling the transformation of the company from a very technology-driven perspective into a more robust leadership value-based culture. 160 senior leaders participated in the international cross-border leadership programme (LMD) and an additional 450 managers were enrolled in a similar training process.
After the tournament in 2016 an Appreciative Inquiry workshop was co-designed to reflect on the future development of the event with a positive approach.
Included in the learning journey of Roland Garros :
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