+33 6 08 89 03 70 dg@davidgousset.com

You are CEO

Introduction

The world is changing quickly, and companies must adapt to reach their full potential. Change is a permanent feature in all organisations mergers, reorganisation, digitalisation, cultural evolution, appropriation of new uses … The question is no longer whether we will change but with what pace and intensity. Supporting change and transformations is a proactive process, relying on methods and tools, allowing ownership of the steps so that this change is effectively part of the daily life of the teams.

We help leaders, teams, organisations resolve their most critical issues and bring the most crucial change to them.

We assist you in generating the energy, speed, and direction that your organisation requires to break free from the factors that are holding you back. Our formula is simple: we deliver bold ideas, human-led and meaningful experiences that provide real-life results.

The most significant transformations occur when driven from within. We help you create capacities among your people by using a combination of effective learning methodologies. We equip them with the skills they need to drive the change you need—and keep it continuing.

People at the heart of the process

When the company is transformed, the responsiveness and mobilisation of its employees are decisive. It’s not the change that scares you; what scares you are the representations you make of the change.

Human support for change means changing representations and managing the associated emotions. It requires involving, empowering and developing an authentic change culture more broadly.

The ability of an organisation to transform quickly while maintaining the engagement of its employees is a differentiating factor for success and performance.

From the initial diagnosis to integration measures, we support General Managers and transformation pilots in designing, managing, and implementing their development projects.

Critical factors for successful transformations

We’ve observed that several factors must be in place, ranging from the CEO establishing a high vision and maintaining leadership alignment to ensuring individuals feel empowered to effect the necessary change.

According to Mc Kinsey study, around 70% of transitions fail.

Frequently, the CEO does not set sufficiently aspirational targets. They do not instil confidence in the team about the importance of the change during the early phases of the transformation, nor do they develop a change narrative that persuades individuals that the shift is vital. People throughout the organisation help and do not believe, and they are hesitant to put up more effort to affect change.

Alternatively, the CEO or the leadership team fails to address the firm’s talents. They lack the competencies to effect change, or the critical capabilities are possessed by people who have other tasks and cannot focus on the transition.

For a successful transformation, a shifting story is essential. Your team must be driven to take on a challenging assignment. Building capabilities is one of the crucial parts of any effective transformation and one of the most rewarding features of this type of job.

When we meet with CEOs and the Executive Committee about making a change, we always emphasise three essential requirements that must be satisfied.

Requirement #1

A CEO who is wholly committed to the transformation and sees it as a top priority. That CEO must be willing to devote a significant amount of time, attention, and effort to the project.

Requirement #2

The second condition is to have an executive team willing to explore the change’s full potential. The executive team must have a tremendous desire to attain goals much above anything they have ever seen.

Requirement #3

A dedication to the organisation is demonstrated by mobilising the most significant resources and ensuring that the leadership team invests time. You must also ensure that your company’s senior executives are allocated to the changeover.

Pricing

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Classic Cooperation

Customed Cooperation

Additional Information

  • * Before starting collaboration, analyse-audit, definitions of needs and goals settings will be performed. Price between 4,000 and 6,000 Euros
  • VAT not applicable 

Methodology and Transformations Types

Methodology

Through an audit, we help businesses recognise their transformative potential. We next collaborate with our clients to develop an action plan that illustrates the specific activities required to attain long-term performance targets. These courses of action include improving organisational health and developing competency to ensure that mindsets shift and changes stick.

Our methodology is inspired by William Deming cycle (PCDA), Lean Start-Up Loop and based on our 25 years our experience.

Analyse

1. Discuss the challenge, the problem.
2. Interviews. Understand the situation
3. Analyse the causes

Plan

4. Agree on actions and set goals

Test

5. Implement the selected actions. Carry out a small-scale study.

Assess

6. Review the test, analyse the results, and identify what you’ve learned.
7. Correct. Take action based on what you learned in the study step. If the change does not work, we go through the cycle again with a different plan.

Roll out

8. If the test is successful, incorporate what you learned into broader changes. Use what you learned to plan new improvements, beginning the cycle again.

Transformations Types

Focused Transformation

You understand where you need support. We are here to work with you and your team in identifying the critical actions required to deliver superior results.

Organisational Change

We offer organizational-wide change interventions to clients, focusing on the execution, skills, and development necessary to achieve long-term performance improvement.

Strategic Restructuring

We assist organisations in identifying the critical actions required to position a firm to maximise and sustain shareholder value growth. We help our customers win changes using our vast sector knowledge and significant expertise.

Over the last decade, we’ve learned that attempting to convert a portion of a firm or a single corporate function is a risky and challenging endeavour. You’ll obtain more outstanding outcomes if you approach a transformation holistically, which means addressing all aspects of the puzzle, such as performance, organisational effectiveness, and wellness.

Track Records

Sectors

Real Estate

  • Defining optimum organisation to speed up development 
  • Improvement project management capabilities

Logistics

  • Simplifying  internal processes to give teams more autonomy and ownership 
  • Supporting in redefining new strategy, new channels of growth, building new expansion plans

Retail Offline & Online

  • Back office transformation into a true support function 
  • Supporting organisational changes to face new realities

Consulting

  • Support in managing tremendous growth, reducing high employee turnover
  • Talent recruitment and development