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Enterprises are currently experiencing an era of major transformation to adapt themselves to changes in their environment : strategic repositioning, the extension of territory, the drive for competitiveness, the integration of digital…
As a result, an increasing number of strategic or operational projects are being pursued at the same time and mobilizing substantial resources and means.
As these projects form part of an overall vision supported by the management, they will only succeed if their associated transformation issues and impact are taken into account :
Experience shows that to guarantee the success of a transformation project or improve the operational performance of an entity, action needs to be taken in a coordinated manner with regard to the organization and its processes, skills and tools, objectives and the steering of activity.
A transformation project brings with it changes to the organization, processes, tools and culture. It becomes a success when everyone in the enterprise understands, and adheres to, the individual and collective changes underlying the project. They must also be able to complete their daily work effectively in the transformed environment.
Transformation projects / programs are increasingly complex and cross-cutting. To see them through and meet their challenges in terms of quality, time frames and costs, there must be project ownership assistance anchored by thorough knowledge of the business functions leading the projects.
Define the functional requirements for HR reporting (headcount, sick leave, compensation, internal mobility, training plan adherence, recruitment, ...) and define and deploy the change management strategy.
Support the transformation of the Prevention & Protection Department (1500 people): conduct a very large impact study to assess the feasibility of an increased territorialization of the department, moderate seminars with groups from 10 to 200 people, regular communication with main stakeholders.