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How do you bring about a lasting change in managerial and collaborative culture across an entire organization? That's the challenge Garance has taken up with NUMA by deploying a tailor-made program to support its transformation. Through an approach combining coaching, workshops and micro-actions, the company worked on managerial postures at all levels. Anthony Courbet, Director of Human Capital, shares the keys to the success of this dynamic process of change.
In 2023, against a backdrop of transformation (increased headcount, new skills, organizational changes), we called on NUMA to support the evolution of our managerial and collaborative culture.
It all began with an internal diagnosis, via a questionnaire sent to all employees, to identify our strengths and areas for improvement. This was followed by several days of collective coaching, which enabled us to co-construct our Manifesto around two pillars:
We wanted a lively, concrete and engaging program. NUMA helped us translate it into action with an approach combining coaching, micro-actions and workshops, to make our culture a shared reality on a daily basis.
We were in the midst of a transformation of our businesses, our products and our organizations. It became essential to realign our managerial practices and get all our teams on board, not just our managers. For us, management is a 360° process: training managers alone makes no sense if employees are not equally involved. That's why our program is for everyone.
We were looking for a truly tailor-made, step-by-step approach, capable of supporting individual employees while leaving room for initiative.
NUMAwas able to break away from its initial model to propose a response in line with our needs: an approach combining workshops, coaching and micro-actions, designed to offer everyone freedom of appropriation, while maintaining a clear, structuring framework. It was this ability to adapt that made all the difference.
From an operational point of view, everything was well-defined: each stage of the program was monitored and documented, and the micro-actions chosen by the teams enabled us to fine-tune ownership. But the real advantage was the integration of coaching throughout the process:
This approach provided breathing space in a busy daily routine, while reinforcing collective learning. It is also what made the program lively and deeply rooted in the reality of the field.
Right from the start, we carried out a major communications effort to support the change: poster campaign, Manifesto goodies, internal teasing... But above all, we started from the needs on the ground. We took the time to listen, to sound out, to understand expectations - not to say yes to everything, but to give meaning, explain our choices, and get everyone on board with a shared vision.
This positioning created positive expectations, and the first campaigns were so successful that they triggered a real snowball effect.
Peer-to-peer coaching made a real impact. These times offered a real opportunity to step back from the often hectic daily routine. All employees were able to share their experiences, successes and difficulties in a completely transparent way. These exchanges created bonds and trust, and enabled us to take a clear, benevolent look at our managerial practices. And that's what made these sessions so much more than a simple review: a genuine moment of peer learning.
At the end of the program, we set up our "engageometer", an internal barometer to measure the impact of the approach. The results speak for themselves:
These indicators have enabled us to better target our HR efforts, in particular by strengthening the employee experience around the customer experience. This has resulted in the launch of business workshops on customer irritants and immersive "Vis ma vie" formats to better understand the realities on the ground.
Beyond the figures, we have also installed a sustainable change dynamic, in line with our culture. This program has enabled us to anchor the right behaviors, strengthen the collective... and keep moving forward.
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How do you bring about a lasting change in managerial and collaborative culture across an entire organization? That's the challenge Garance has taken up with NUMA by deploying a tailor-made program to support its transformation. Through an approach combining coaching, workshops and micro-actions, the company worked on managerial postures at all levels. Anthony Courbet, Director of Human Capital, shares the keys to the success of this dynamic process of change.
In 2023, against a backdrop of transformation (increased headcount, new skills, organizational changes), we called on NUMA to support the evolution of our managerial and collaborative culture.
It all began with an internal diagnosis, via a questionnaire sent to all employees, to identify our strengths and areas for improvement. This was followed by several days of collective coaching, which enabled us to co-construct our Manifesto around two pillars:
We wanted a lively, concrete and engaging program. NUMA helped us translate it into action with an approach combining coaching, micro-actions and workshops, to make our culture a shared reality on a daily basis.
We were in the midst of a transformation of our businesses, our products and our organizations. It became essential to realign our managerial practices and get all our teams on board, not just our managers. For us, management is a 360° process: training managers alone makes no sense if employees are not equally involved. That's why our program is for everyone.
We were looking for a truly tailor-made, step-by-step approach, capable of supporting individual employees while leaving room for initiative.
NUMAwas able to break away from its initial model to propose a response in line with our needs: an approach combining workshops, coaching and micro-actions, designed to offer everyone freedom of appropriation, while maintaining a clear, structuring framework. It was this ability to adapt that made all the difference.
From an operational point of view, everything was well-defined: each stage of the program was monitored and documented, and the micro-actions chosen by the teams enabled us to fine-tune ownership. But the real advantage was the integration of coaching throughout the process:
This approach provided breathing space in a busy daily routine, while reinforcing collective learning. It is also what made the program lively and deeply rooted in the reality of the field.
Right from the start, we carried out a major communications effort to support the change: poster campaign, Manifesto goodies, internal teasing... But above all, we started from the needs on the ground. We took the time to listen, to sound out, to understand expectations - not to say yes to everything, but to give meaning, explain our choices, and get everyone on board with a shared vision.
This positioning created positive expectations, and the first campaigns were so successful that they triggered a real snowball effect.
Peer-to-peer coaching made a real impact. These times offered a real opportunity to step back from the often hectic daily routine. All employees were able to share their experiences, successes and difficulties in a completely transparent way. These exchanges created bonds and trust, and enabled us to take a clear, benevolent look at our managerial practices. And that's what made these sessions so much more than a simple review: a genuine moment of peer learning.
At the end of the program, we set up our "engageometer", an internal barometer to measure the impact of the approach. The results speak for themselves:
These indicators have enabled us to better target our HR efforts, in particular by strengthening the employee experience around the customer experience. This has resulted in the launch of business workshops on customer irritants and immersive "Vis ma vie" formats to better understand the realities on the ground.
Beyond the figures, we have also installed a sustainable change dynamic, in line with our culture. This program has enabled us to anchor the right behaviors, strengthen the collective... and keep moving forward.
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