BUSINESS EXPERTISE
management & leadership
How we support our clients
It is not a trivial matter to say that the company and its social body are simultaneously undergoing a period of profound change at an increasingly rapid pace. The question of skills is no exception to this observation: we also speak of a "reskilling emergency", where the question is no longer so much about knowing what to learn, but rather about the willingness to adopt new skills in the company by promoting a dynamic of continuous learning. Beyond the question of skills, the whole company is changing, reconfiguring itself, adapting to its environment and its new rhythms.
From the very beginning, Kéa has innovated in the art and the way of transforming organizations, in particular through constant R&D work in the field of managerial innovation. This research leads us to design companies that are transformative, adaptive, anticipatory, agile, learning... These new types of companies require a redesigned management and organization. However, if the observation is more and more shared on the need to free the initiative in companies to adapt to the galloping complexity, the question of "how" is reduced almost to a blank page... our teams s attack to remedy it!
Heir to Jean-Christian Fauvet's work on sociodynamics, we support teams to move together, a know-how in which our clients recognize our unique expertise. We regularly work on projects with KeaPrime, a dedicated team of the Kea Group that develops the ability and desire of individuals to transform their companies. Because the generation of commitment is found in the interaction between the emotions, thoughts and behaviors of each individual, KeaPrime combines offers and professions at the crossroads of consulting, individual or collective support and training.
Likewise, our own transformation towards responsibility, based on our journey to become a mission-driven company and B Corp, has led us to evolve our relationship with our clients. AT business support and its projects, we have added the development of leaders and their close teams. We have therefore created a team entirely dedicated to this support: Kea Executives .
Not a day goes by without a new view of the company and the manager of tomorrow being published. There is talk of "flattening the pyramids", of shortening decision-making chains, of decompartmentalizing structures and making them more horizontal, of creating collaborative networks, of trusting employees by empowering them to make decisions, of encouraging benevolence, risk-taking and entrepreneurship, but also of inventing ephemeral, symbiotic organizations... In all these ideas, there is one constant that has always been and will always be: betting on people! As a consequence, the manager remains a key conductor, whatever the organizational and strategic choices of the company.
The manager, the PANACEE
Our know how
MANAGERIAL MODELS
Managers, put the work back
MEET OUR TEAM
The company goes through crucial moments when the dynamics of the team (code, BU, division, etc.) may need a new impulse: new business project, reorganization, failure, strategic break... The (re)creation of this collective requires a 360° approach to redefine clear and shared objectives, an efficient way of working, trust in oneself and in others, defined roles and shared expectations, an effective decision-making process and clear communication. Beyond the collective, it is also crucial to act on the individual and organizational dimensions: working on individual aspirations and each person's contribution to the collective, reconnecting the individual and the collective to the organization are essential exercises to install team dynamics.
Nest the 3 levels : individual, collective and organizational
TEAM DYNAMICS
Unleash performance potential
Our team dynamic projects
We mobilize our experience in facilitating groups from S to XXL, our certifications in professional coaching and self-awareness tools, and the Palo Alto Systemic Approach to support our clients according to their challenges: building a CODIR collective and conflict management, structuring a cross-functional community of managers, team boarding around a business project, etc.
If innovation is at the heart of companies' performance, attention is still too often focused on digital innovation and its technological, economic or even environmental benefits, forgetting the men and women who make it happen. Managerial innovation must be on the agenda of business leaders today more than ever.
New ways of organizing and managing a service provider
ea accompanied the redrawing of the perimeters and the operational implementation of the organizational charts of each sector, before redefining the new roles and responsibilities of each sector and establishing new management rituals to align the cultures and the indicators to be monitored.
Mobilizing a Banking Player's Managers
Kea relied on the management line to ensure the transformation of the banking group: transformation plan, anticipation of operational disruptions and organization of teams. Our teams also supported the emergence of the transformation team by sharing our expertise in framing, transformation and management.
What often strikes us about HRDs is the multiplicity of paradoxes this function must face. The ideal HRD must be both forward-looking and down-to-earth, able to reconcile the expectations of employees, shareholders and managers. He is the spokesman of the institution, but remains the "middleweight" of its leaders. He is the guarantor of the overall coherence of the organization, while allowing for local flexibility. As gardener of the corporate culture, he must preserve the identity of the organization while keeping it sufficiently open to the outside world. In this context, it seemed imperative to us to provide HRDs with a framework for understanding their position within the institution, in relation to their stakeholders, and to offer them levers for action commensurate with their challenges.
HRD: transformation is your subject !
TRANSFORMER HRD
Position the HR function as an actor of transformation
Our projects alongside HRDs
We help our HRD clients position themselves and navigate this complexity by analyzing it along two complementary dimensions:
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The "what" dimension, from a credible contribution to business issues to mastering the human factors.
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The "how" dimension, from a global and strategic vision of the organization in its environment to an action that leaves its mark locally, in close proximity to the employees.
Through a precise analysis of the expectations of the HRD function and its stakeholders, we help HRDs to position themselves between the roles of strategic contributor to the transformation, trusted advisor to their colleagues, operational pilot of their function and chief orchestra of the human and social strategy. We are convinced that an HRD positioned in a relevant way in these 4 roles is at the meeting point of the challenges of transformation and thus proves to be an essential support for the general management. Find out more .
We have dedicated a publication "HR beyond HR - The path to transformation", which you can discover here .
Defining the contribution of the HR function to an insurance company
Kéa supported the transformation of the HR function, helping with decision-making and operational implementation: identification of HR levers to support business strategy and performance, methodological support, support for HR managers in their leadership capacity to lead their business community.
Human Resources Development Plan for a Satellite Operator
Kéa supported the construction of the 5-year HR plan based on the business strategy and competitive benchmarking data. By involving the management team in identifying future skill needs and critical positions in the organization, our teams built and piloted the organization's transformation plan to achieve the plan's objectives.
As strategy consultants, it is our responsibility to take care of business leaders. Their development is important. Especially since they are at the heart of the transformation of their companies and need to bring all their personal power to bear in order to succeed. That is why, in line with our commitment as a company with a mission, we have created a team of coaches entirely dedicated to executives and their closest teams.
There is no responsible processing of
the company without transformation of the Manager
EXECUTIVE COACHING
Deploy all your personal power and the collective power of your organization
Our executive coaching projects
Whether he likes it or not, a leader embodies his company, and it is the strength of his personal convictions that drives organizations and teams. Such a mission is often a solitary journey, complex and full of obstacles: he must find the right balance between the short and the long term, gain the support of all stakeholders (customers, employees, shareholders), rethink his way of thinking about business and management... so many areas where he needs to be personally accompanied.
Unleashing your full power as a leader, having the time and space to manage complexity, engaging and aligning management teams, developing the collective power of your organization, strengthening the quality of being and leadership of the top 100 : these are some of the missions that Sophie Combes and her team addressed in an integrated way, with 20 to 30 years of experience in support and coaching.
At Kea we used to say that the manager is close to the panacea: he is Meaningful, Performance actor, Link builder, Team leader, Communicator, Talent breeder, Business expert. We work with our clients on the implementation of management models according to their objectives, management styles and contexts to be resolved, with these 7 ingredients and our recognized know-how in sociodynamics (to be discovered here). Even in the most autonomous organizations, the manager continues to play a key role, particularly in the creation of cooperative links between his teams and their ecosystem. Learn more about autonomy, discover in Kéa, The Review n°20, the paths of autonomy in the company .
We help leaders, managers, and employees unleash their full potential by developing collective intelligence and liberating individual leadership. As consultants, coaches and trainers, we adapt our approach to the challenges and the context to ensure maximum results.
Our managerial transformation projects
While some of our support leads us to rethink management models, our clients sometimes ask us specifically about this issue to create the best conditions for executing their strategic ambitions.