Collaborative intelligence for short term results

How can I engage my teams around my new strategy ?
How can I get people to understand and support a reorganisation?
How to get our teams unstuck and bring our important project forward?
How can I get my organisation to be more agile in operational execution?
How can I get people to understand and support a reorganisation?
How to bring about new behaviours, a new culture in our organisation, to ensure that our transformation really happens?

A wide array of tools and methodologies are now available to efficiently solve these tricky questions. The key is to apply the right invisible architecture according to the challenges you face: Annual events using collective intelligence in hive like environments, hackathons, story-telling workshops to refine your Purpose, teambuilding using Appreciative Inquiry, or operational approaches such as design thinking.

Case study:

Multinational Pharmaceutical Company

The challenge :

After over five years of belt tightening and managing the company by the numbers, a raft of new products and a confortable financial situation created the imperative of a new aggressive strategy that meant new ways of working in a more collaborative way, but also requiring much greater risk taking given the huge opportunities. This required new ways of working between business units as well as a shift in behaviours to make it work, all within a very short time frame.

The solution :

After aligning the Executive Committee on objective and margins of manoeuver, a collaborative seminar bringing together 200 top managers for 3 days was organised to clarify the direction, create trust between key actors, and identify and work on the transversal projects needed to pull off this ambitious new strategy. Follow-up collaborative events were then co-facilitated within countries and on transversal projects over the next 6 months to ensure follow through and to make sure that the new ways of working were effectively empowering the entire organisation.

Results :

• A common patient centric approach through out the European region, allowing for flexibility for national regulations  

• Rapid deployment within each country business unit

• The creation of transversal poles of excellence

• A renewed and shared sense of purpose throughout the entire European organisation