Nicolas Gaillot

Examples for launching these missions were:
• “A global Business Unit decided to stop rolling out a global solution...”
• “In an ERP development group, the functional leader and the IT leader hardly communicate with one another anymore...”
• “In another ERP project, the need to have Change Managers in different geographies had clearly been identified. Most of them have functional background, were not trained on CM and are currently focusing on training and communication during the… Voir plus

Examples for launching these missions were:
• “A global Business Unit decided to stop rolling out a global solution...”
• “In an ERP development group, the functional leader and the IT leader hardly communicate with one another anymore...”
• “In another ERP project, the need to have Change Managers in different geographies had clearly been identified. Most of them have functional background, were not trained on CM and are currently focusing on training and communication during the roll-out phase. There is very little collaboration across geographies. We want them to operate as a global network”.
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In this young and dynamic federation of municipalities, pooling very different activities, creating the momentum towards shared management rules and techniques with 30+ managers.

As this company experienced a major transition to a different business model, there was no consensus on the change process, nor on the exact final desired state. After an intensive seminar, all team committed to support a shared vision and action plan - still in process.

In this subsidiary of a leading international group, metrix showed a progressive loss of performance. I worked with the whole team of 50+ managers accross several months to help refocusing efforts, regain engagement and motivation, improve cross-functional teamwork and communication.

Reinforce appropriation of Lean Manufacturing culture by 70000 persons worldwide, by innovating in the way they are trained, managed and organised.

How to create the communication tools around a 1 year Autonomous manufacturing cells experiment implemented in 40 cells gathering 1500 people, 17 plants, 7 countries, ?

Reinforcing team efficiency through interpersonal knowledge; refining the contracts with internal customers & suppliers; leveraging teams' regulation (meetings, information...); speeding up new managers' induction

Many individuals in this team expressed a real distress due to work overload, lack of recognition, compartmentalization... After a long process for analyzing the root causes of these perceptions, gaining customer focus, refining HR processes, shoft to a "business partneering" state of mind, reorganizing the team, reallocating resources, updating HR techniques... internal customers' satisfaction improved ... and so did team well-being.