BUSINESS EXPERTISE
Responsible transformation
How we support our clients
The image of the responsible company, more respectful of society and the biosphere, is taking shape, whether at the level of the manager, the investor, the employee or the customer. Following this path means working for the development of our companies and their employees, while respecting natural balances. It means thinking differently about the ways of transformation to project ourselves into a sustainable future with sustainable economic models (to discover here).
Without being naive or presumptuous, such a transformation into responsibility is an opportunity to build a company that is more firmly rooted in our century and that is different from the ultra-liberal model and the forms of authoritarian capitalism that are emerging in certain regions of the world. Nothing is more powerful, as the saying goes, than an idea whose time has come!
For us, helping companies to become responsible is not about giving a moral lesson, but about raising awareness and reflecting on the purpose of the company in all its dimensions. The will to do better is instilled in people's minds; citizen pressure is growing; the law of the pact provides a framework for the purpose and mission of companies; the private/public balance is changing; reliable solutions exist and show that a different way of developing companies is possible. As strategy consultants, we have a key role to play: to encourage, to speak out, to influence our clients to the best of their ability, and to support them on this path of transformation. To this end, our approach to responsibility places as much emphasis on the ends as on the means and is based on our reference tool around 9 fields of action.
Break with the normative and guilt-ridden discourse that sticks to the skin of responsibility
Our know how
IMPACT & RESPONSIBILITY
A paradigm shift in the making in the business world
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Our impact projects for greater responsibility
The company's greatest challenge is to transform its model in order to adapt it to the realities of this century, or in other words, to reconcile performance and the common good. To do this, we are developing a strategic transformation approach with the management teams to act on the 3 levels of responsibility: to be compliant, to ensure the sustainability of the activity, to contribute to the common good. The three levels of responsibility are evolving very quickly, and the so-called sustainability elements quickly become compliance elements, while the common good elements become sustainability elements, requiring the company to adapt, even anticipate.
MEET OUR TEAM
Transformation is the core business around which Kea is built. Our clients recognize us for our specific expertise in this area. We train all our consultants from their first steps in this strategic discipline to make them true transformers at heart, based on methodologies and a robust toolbox. We all share the belief that strategy, culture and technology are inextricably linked. When we co-design major transformation programs with our clients, we ensure that they integrate this 360 vision by combining "cold" levers and "hot" springs, acting on the material and immaterial, and activating all the levers of the organizational system to build the transformation strategy and ensure maximum ripple effect.
Transformation begins on day 1 !
PROGRAM & CHANGE MANAGEMENT
Make transformation a strategic discipline
Our transformation projects
The Kea Group offers a diversity of profiles and competencies that can be mobilized to build a system that is as close as possible to the transformation challenges of our clients: sectoral experts, functional experts, trainers, coaches & mentors, facilitators (physical & digital) and specific experts (innovation designers, data analysts, econometric experts, etc.). This diversity makes it possible to support companies as well:
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In the upstream phase of the design and impulse of the transformation, to define the ambition and the trajectory, taking into account their specific strategic context, their culture and the level of the step to be taken. In the co-construction phase, this exercise makes it possible to define a goal that is close to them and that ensures the achievement of the objectives set, in coherence with the business challenges.
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In supporting and managing the transformation, by designing the path and the modes of action, by mobilizing the change agents already present in our clients, by involving the management in this transformation and by managing the risks. Our methods make it possible to raise awareness of the need for change (case for change) and to effectively mobilize teams.
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Transferring the methods and tools of change to the teams to make them autonomous and to ensure that the momentum of the transformation continues after our support. This dimension of transmission is very important to us, it is also one of our points of singularity.
In addition, in order to assess and develop the transformation capacity of our clients, we have developed a digital tool - the Net Transformer Score (NTS) - which measures the transformation capacity of a team or an organization through a quick survey of employees. The results help identify team dynamics and the levers that need to be activated. They provide food for thought on the transformation strategy, the scope of the action program to be launched, and the way to get the whole organization moving.
Transforming an Agri-Food Company Based on a New Business Strategy
Faced with structural tensions in the business (deterioration of sales prices and rising costs), we helped our client to reaffirm its leadership in the sector: consolidating the challenges of the transformation by function, building a shared vision, setting the teams in motion and managing the transformation and the cultural changes to be implemented (particularly in management).
Transforming the distribution network of a capital goods company
Kea carried out the diagnosis of the existing organization, the identification of the transformation opportunities and the definition of the organization and governance scheme at group and network level. This phase allowed the development of the business case and support for the design and management of the change alongside the client.
Beyond the "how?" question that has dominated corporate thinking for the past few decades, the "for what?" question has become more prominent. To grow, to produce, to get rich, all this remains fundamental, but for what? What is business for? On the other hand, what are its responsibilities?
Transforming a Luxury Company to Become More Responsible
Kea has supported the development of a dedicated organization within a major fashion brand to implement the commitments defined in terms of responsibility, in particular within the framework of the Fashion Pact, which aims to achieve 100% renewable energy by 2030 and zero carbon emissions by 2050.
Defining a Healthcare Access Model for a Pharmaceutical Laboratory
Kea has co-designed a new model of access to care for the poorest thanks to digital solutions, in accordance with the WHO objective of universal medical coverage by 2030.
As a company with a B Corp mission, we are excited about this project. Our feedback, based on our own journey and that of our clients, confirms that the pursuit of societal goals is only fruitful if it is embodied, upstream, in the decisions of managers and the implementation of empowering systems for all employees. An observation that resonates strongly with our professional practice, which does not separate strategy from the challenges of management and culture, and which thinks about the company outside its walls, in its impact on its stakeholders and society.
We support our clients in the design and implementation of their transformations, be they strategic, organizational or cultural. Convinced that transformation is all the more powerful when it is sociodynamic, i.e. when it generates and harnesses the energy of the people in the company, we encourage our clients to think and play with time differently. Because it is possible to govern, mature, act and inspire at the same time. And to act quickly while taking the time to grow teams over time. On these three types of commitment to action, we are constantly innovating in our approaches (to be discovered here), which we try to pass on to our clients.
To work as closely as possible with each employee, to deploy the transformation to the last mile and to anchor it in the long term, Kea relies on Arkos, a Kea Group company specialized in deploying complex transformations with large teams (several tens of thousands of people). With Arkos, we reverse the standards and methodologies of traditional consulting by designing experiences for employees that profoundly change behavior, by deploying these changes at the finest level of organizations in times and budgets optimized because industrialized.
Agile transformations have a very systemic impact on the entire operating model, down to the very definition of value. Because they require a change in mindset from everyone (including senior leaders), they are impossible to design and plan in detail in advance. Experimenting as much as possible before making compromises seems to be the only effective recipe. We support our clients in this transformation by working iteratively in all areas: structure, governance, steering, culture, project approach, management roles, stakeholder management, project portfolio management, resource allocation & staffing.
Agile transformations are the hardest transformations to implement
AGILE & ALERT
A 360° transformation of the company…
is counter-intuitive !
Our agile transformation projects
Depending on the transformation ambition and maturity of our clients on Agile, we support them from the definition & implementation of Agile operating systems ("frameworks") that correspond to them, to the design of Agile behaviors, Agile processes or the scaling of Agile.
Agilizing a high-tech nuclear company
Kea has helped define and implement agile behaviors within the teams to accelerate project delivery and respond to market changes.
Merging Marketing and IT for a Touring Company
Kea organized the merging of IT and marketKea has organized the merging of IT and marketing teams through an agile organization and working methods to increase the implementation of digital technologies.ing teams through an agile organization and working methods to increase the implementation of digital technologies
It is in Kea's DNA to define and implement an integrated transformation that links strategy and culture. Whether we like it or not, our corporate culture influences our most strategic decisions and guides our actions. It is a powerful vector of identity and unity, often a factor of pride and commitment, and therefore a source of performance. But is it aligned with strategy?
When it comes to managing critical changes - the arrival of new actors, disruptions, the merging of units - parts of our cultural heritage can prove too heavy to bear or too limiting. A number of merger situations bear witness to this. Conversely, some of the largest companies show that it is possible to act on culture and make it a major factor of differentiation and competitiveness.
Strategy & culture, precious links
CULTURE
"Culture eats strategy for breakfast"
Our cultural transformation projects
On this subject, which fascinates us, we have the opportunity to support business leaders from a wide range of sectors on an international scale at key moments when questioning culture is crucial: vision, strategy shift, new leader's first 100 days, transformation, merger, new organization... Cultural reflection can then focus on strategic agility, speed of innovation, operational excellence, quality, safety, employee engagement or customer centricity. Each company orients itself according to its challenges, its DNA, its context, in order to serve its strategy and improve its performance. This correlation is objective.
There are measurement tools such as the Cultural Value Assessment (CVA), one of the cultural transformation tools developed by Richard Barrett and regularly used by Kea (note: Kea is accredited by the Barrett Values Center). Using the CVA and its survey instrument, consultants assess the cultural health of an organization based on personal, perceived and aspirational values. It is quite easy to measure the economic loss represented by limiting values: for example, operating in silos can lead to lost business, the lack of concern for the customer kills development momentum... so many cultural failures that are actually avenues to be explored in order to develop performance.
To go further on this theme, at the end of 2017, we launched the think tank "Quart d'Heure d'Avance Culture et Stratégie", which brings together about twenty leaders and practitioners in the field of innovation who want to share and build on this strategic theme among their peers.
Transforming to an enhanced safety culture for an aviation company
Kea piloted the structuring, stimulation and implementation of the cultural change around safety (workshops, experiments, forums), which allowed the implementation of measures at several levels: technical documentation, pilot management, structure and organization, safety management, etc.
Cultural transformation of a transportation company in the aftermath of a merger
To make the operation a reality, Kea accompanied the launch of a cultural transformation plan to support the strategy as a new entity: cultural diagnosis (interviews, listening groups, quantitative questionnaire on culture) and mapping of cultural archetypes , then co-construction and deployment of the desired common culture
2020 has been a pivotal year in the acceleration of changes in work, with a rethinking of the way we work. While the extent and sustainability of these changes, particularly in the area of teleworking, are still unknown, these phenomena are forcing companies to prepare for the future.
Everyone is affected. Right now. And the field of creation is immense: remote work, flexibility of rhythms, coworking in third places, reconfiguration of offices, digitalization of processes, emergence of "worktech", demand for well-being... If there is no ready-made solution, the ambition of the management is strong and the movement is irreversible. It's the teams that "have the upper hand" and who themselves contribute to the design of new forms of work.
To re-enchant the work by preserving its collective and social qualities
NEW WAYS OF WORKING
(Re)Design of work
Our projects on New Ways of Working
We have a wide range of experience in integrating the various components of work (re)design: work organization, management practices, cultural transformation, office spaces... and the conditions for successful implementation. The projects we carry out often include a diagnosis of the work, clarification of the intention and strategic coherence, external inspiration (innovations and trends in management, organization, time and workspaces), co-construction in action with managers and teams, measurement and management of transformations, and work with social partners. We regularly combine the wealth of our expertise with the mobilization of experts in specific fields (offices of the future, designers, etc.) according to needs.
Leadership development for an energy company
Shaken by lockdowns and new work rhythms linked to the context, our client's community of managers was supported by Kea in sharing and developing new and remote management skills: motivation at work, managing one's emotions, stress management, managerial responsibility...
Remote working framework for a consumer goods company
Kea worked with managers to design and implement new practices at various sites: identification of problems, development of the new "management contract" and a set of good practices, onboarding of teams by appropriation, and training and management sessions.
We believe in the potential of men and women, in their talents and in progress through a new form of commitment. Beyond the tools and methods of analysis, we have developed modes of interaction and action that enable this individual, collective and organizational development at the service of the employee experience.
Beyond the transition to Agile, we encourage our clients to become "Alert Companies" to adapt to a world where everything is becoming volatile, uncertain, complex and ambiguous: the Alert Company strengthens its ability to detect weak signals and anticipate the changes to be made, while at the same time increasing its ability to decide and act quickly in the face of the unexpected and opportunities. In this sense, we have developed an ad hoc model - 5 components, 30 components, a guide to action for companies that want to go one step further.
Learn more about agile transformations and the Alert Company model.
This is why we are committed to helping our clients turn their culture into a true business asset, enabling them to meet the triple challenge of being authentically responsible, innovating, creating wealth and shaping their future, and transforming themselves.
With more than 20 years of research and publications on "New Ways of Working", regularly shared through our publications (La Revue, French Values Barometer, Sociodynamic Letter, etc.), we are committed to supporting our clients in this reinvention and re-enchantment of work by reconciling 3 dimensions: organization & management; the human & the collective; space, time & means.
A true revolution in production and mindset, the circular economy opens up new ways of building the future. In order to fully exploit its potential, it is not enough simply to comply with it, but to adopt a different paradigm of growth. A number of players have already taken up the challenge and see the circular economy as a virtuous circle (find out more) from the supply of raw materials to the end of a product's life. FMCG, financial services, industry... all sectors can contribute to the development of the circular economy and find opportunities for development. This is what Kea wants to promote with its clients: to find the right levers, to define the right model, to drive a cultural change.
Building the future with new forms of growth and new ways of thinking
CIRCULAR ECONOMY
A source of innovation and performance that encourages reinvention
Modeling of recycling and reuse solutions for agrifood players around a new business strategy
In the context of progressive bans on single-use plastics and changing consumption patterns, the agri-food sector is looking for new solutions. In a multi-stakeholder approach, we explored different options, assessed their economic and environmental impacts, and explored the conditions for their implementation.
Strategic positioning on new circular activities for an operator in the building industry
The new EPR will encourage the development of new channels for the recycling and reuse of building materials. We assisted our client in identifying and qualifying opportunities, allowing it to define its strategic priorities in these sectors, with an associated business plan to guide its actions over the next 3 to 5 years.
Our circular economy projects
Our approach is systemic and requires the specific and targeted know-how needed to manage the transformations induced by the circular economy, to resolve the technical complexity that characterizes it on the ground, and to stimulate constructive dialogue between multiple stakeholders.
We carry out 3 main types of transformations:
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Strategic transformation: vision, multi-stakeholder alignment, alliance strategy, new business models, innovation, offer and product development.
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Cultural transformation: governance, structure, collaboration methods
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Transformation in and towards responsibility: operations (responsible purchasing/manufacturing/supply chain), reduction of environmental impact, CSR charter, sustainable performance indicators and measurement of contribution to the preservation of the commons.
