Case study - Transformation
- Marie-Lorraine Rouy
- Apr 7
- 1 min read
Client : Large corporate in the Insurance Sector
Contexte : Strategic transformation (new business model, increased offshoring), organizational transformation (new organizational chart, voluntary departure plan), and cultural transformation (internationalization, shift to a “client/supplier” mindset)
Trigger : Arrival of a new director, recruited halfway through this approximately three-year transformation
Request : Contribute to the success of the transformation, with a focus on three strategic pillars: Engage, Shift & Empower
Engage : Reinvigorate a leadership team that is already highly solicited, has undergone multiple reorganizations over the past 18 months, and now needs to carry forward the next phases of this heavy transformation while supporting their own challenged teams.
Shift : Accelerate the mindset shift of previously integrated teams toward a “client/supplier” culture, following the outsourcing of some of their functions—without negatively impacting end-client satisfaction or service quality.
Empower : Support the upskilling of all teams, including the leadership team, so that everyone can focus on high-value tasks—particularly customer satisfaction—while part of the production tasks are outsourced.
My offer :
Individual coaching of the new director
Diagnostic phase: interviews and delivery of a summary report focused on the human impacts of the transformation and team dynamics
Completion and individual debriefing of Talents© profiles for all members of the leadership team, tailored to each person’s priorities and challenges in the context of the ongoing transformation
Collective leadership seminars, co-facilitated with another coach
Co-development workshops for frontline managers
“Talent retention” workshops with HR teams
Regular steering committees with the new director, chief of staff, and HR business partner