Customer case: conflict management, and team remobilization for a large firm
Background : Merging the two autonomous it services for 10 years to optimise the choices and services delivered to the entire organization.
Issues : It is potentially a tool of strategic differentiation vis-à-vis customers, employees can not do without the daily. The transition must be done without interruption or decline in quality.
Modalities of intervention: Conflict management in different phases:
> Framing with the leader
> “Mine clearance” and diagnosis of blockages and expectations in individual interviews.
> Management seminar : elaboration of a common vision and a Charter of interactions
> Co-animation of working groups to enable appropriation of vision and strategy
and consolidate the action by mixing the teams
> Milestones and regular interventions in meetings of the new Steering Committee to consolidate the new dynamics and fluidity of interactions and collaboration
> Individual interviews “red thread” for the members of the management team.
Results : A new Federative strategy and ambitious objectives validated by the management of the company. An appropriate and in-line reorganization with the operational needs, worked with the teams.
A transition and arbitrations made without interruption of services and with an implication and a quality perceived as improved.