• We define and lead the governance structures of a change project.
• We define indicators to measure progress and conduct regular analyses of the results (e.g. Change barometer).
• We identify the main stakeholders (taking all potential risks, possible resistance and sources of support into account).
• We create a risk table linked to concrete measures (in order to avoid their occurrence and/or reduce their frequency or impact).

• First of all, we define the vision, the name of the project, a logo and a slogan.
• Then, we work on a global strategy and discuss how this can be communicated to managers in such a way that they will be able to inspire their teams to accept the change: the acceptance of a new strategy constitutes a crucial stage in the transition towards a new organisation – without this, managers cannot present a coherent approach.
• We encourage commitment thanks to the implementation and leading of a Change Ambassadors’ network (even in an international context). This enables us to learn more about the real situation in the field and to identify potential blockades and of course take any necessary appropriate measures to deal with them.
• We provide support and guidance for all levels of managerial hierarchy (top management, middle management, etc.); we provide them with the necessary tools, so that they can fulfil their roles as communicators and change facilitators.
• We also accompany employees during a transitional period (e.g. on the basis of team building activities) to reinforce their sense of belonging to a new team and to establish the authority of their new managers.

We aim to communicate and work with our clients to ensure that all necessary information about a change project is made available.

We provide dedicated communication tools and support material (e.g. a newsletter, an Intranet, posters etc.) to show how much progress has already been made and we also gather/provide official communication material to support specific events.