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Organisational coachingCo-design the success of your transformations !

Speed, complexity and interdependency – the world is changing in radical and unprecedented ways.

Organisations should adapt their capabilities to meet the challenges of globalisation, digitalisation, and scalability. The challenge is ultimately human.

Intervening at multiple levels (individual, teams and organisation) and fostering collective intelligence for groups to find within themselves the answers and the resources to face the issues are key.

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Organisational coaching is a collaborative support process
between you and a team of coaches.

We partner with you to define the change needs and ambitions of the whole organisation.
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The following interventions are an example of what can be designed by your teams and Yumany to support your organisation in its transformation.

1. Organisational diagnosis

An organisational coaching approach can begin with an assessment of the organisation, its different practices, its culture and its ability to change at all hierarchical levels.

For this, Yumany uses processes and methodologies developed by Hofstede Insight®.

2. Executive team alignment

A collaborative process with the executive team is necessary to define the need for change: Who are we? Who would we like to be? What does business transformation look like to us? What practices need to change?

This step marks the co-design of the organization’s vision with regard to its need for business transformation.

3. Governance of the transformation project

Steering committee, project team, ambassadors group, leaders, operational managers, final end users…. The governance of the transformation project must be thought with care as the key to a successful implementation.

A project team drives the project operationally while the executive team drives strategically.

Together with the project team, Yumany will work to reflect on the support system and practices.

4. Coaching the transformation project team

The team is supported by our organisational coaches in order to optimise the way it operates.

Thinking together and co-designing the various stages of the project is a challenge in itself.

The project team will need to learn to work together, to look at their collaboration processes and to live as a team.

5. Leaders' forum

Leaders must be able to play a key role in transformation. Even if not all will be “early adopters”, leaders should be accountable for the change. Leaders should receive regular information and participate in collective reflections.

6. Ambassadors development

According to a study led by Margaret Reed, an American researcher in the field of organisations, engaging at least 7% of the staff is necessary for a successful transformation.

A group of informed and trained ambassadors can then play their role of relay in the field to help bring out new skills and know-how to better understand change.

7. Facilitating collective intelligence at every levels

Generating collective intelligence, at a leadership, managerial or employee level, should be considered with great attention. A panel of each group should be engaged in collaborative workshops to anchor the project in reality.

Involving everyone as early as possible in the project optimizes ownership and facilitates change in complex systems.

8. Individual or collective coaching for specific teams

Certain people or teams are key in a transformation.

In order to strengthen their effectiveness in the project, optimize their ability to collaborate and accelerate their operational effectiveness, individual or collective coaching can be considered.

The support is unique as it’s tailor-made, in collaboration with your team.
We adapt our interventions to the magnitude of the transformation but also at the pace your corporate culture can accept.

The support is unique each time because it is tailor-made, jointly with your teams.

We also adapt our interventions to the magnitude of the transformation but also on the pace  your corporate culture can accept.

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