The solution
The process of redefining the company project was articulated in three stages.
Firstly, our approach focused on creating managerial conditions that would allow the expression of individual employee motivations. We therefore offered the 200 managers to participate, on a voluntary basis, in discussion and experience-sharing forums on three themes: Communication, Personal Development, and Organizational Agility. These exchanges were reported without editing, on a blog open to the entire management community, in order to raise awareness and facilitate the creation of a common management culture.
This program demonstrated our ability to talk to each other and our willingness to understand each other regardless of the site, the team, or the job. This reveals the strength of our collective.
A participant in the “Meaning” project
In a third phase, we opened the consultation to all employees, again on a voluntary basis. Organized by local relays, it focused on what motivates each person. Through round tables, speed dating, and online questionnaires, the employees brought out the key points of the company project and its raison d’être. These contributions were then published in a book that transcribed the entire process and highlighted the aspirations and challenges of the program.
