Gwen Pennarun

4-month assignment with a public energy management service for local authorities to redesign the organization of a department of about ten people that had grown rapidly in recent years. The General Management wished for this department to be supported to:

- rethink its service offering, its intervention methods, and the impacts on the service agreement signed with the local authorities

- develop target processes for "core business", "strategy", and "support"

- review the department's organization to deploy this new offering: functions, roles and responsibilities, necessary skills, number of FTE (Full-Time Equivalent) per function

- build the change plan to achieve this target and the modalities of the body that will allow the organization to evolve in small increments based on the team's experience

Example of another change management assignment: the client is considering implementing an IT solution combined with a telephony solution to manage relationships with its members and their employees. They have just completed a project to change their core business tools, but the impacts on employees were not sufficiently taken into account. Following a lessons learned session, they sought support to define the project's business ambition, their needs, and the change strategy.

I work in various sectors (retail, services, and insurance) to support EXEIS Conseil's clients in their transformation projects:

- diagnosis of organizational effectiveness in a context of convergence between several brands and implementation of a 100% remote organization immediately after the first lockdown, to then establish an action plan for process security and calmly implement hybrid work

- supporting the organizational transformation of the transverse functions of a rapidly growing energy union

- leading a mid-term strategic plan review process, involving the company's clients

- supporting the change towards new practices for reporting and monitoring malfunctions for a department of nearly 300 people

Companies experiencing rapid growth often face these two challenges:

- attracting and retaining talent

- moving away from the pyramidal organization

Indeed, this model is too rigid to cope with the increasingly rapid changes in the environment. Without a structured model, the pyramidal hierarchy will almost naturally reappear. At Clarifia, we provide an innovative organizational system that is both self-adaptive and efficient.