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Sustainable performance is not just a fad or a synonym for CSR. It's a strategic approach that combines economic performance, team well-being and environmental and social responsibility. It implies an in-depth transformation of management practices, steering processes and evaluation criteria, taking into account both short-term results and the conditions for long-term success.
At NUMA, we support companies wishing to implement more sustainable management practices, by integrating human, economic and environmental issues into their transformation processes. Here are five structuring levers to activate truly sustainable performance.
One of the great paradoxes of modern organizations lies in the tension between agility and haste. Too often, agility is confused with extreme reactivity, to the detriment of the ability to anticipate, regulate and learn.
Rethinking our relationship with time means accepting that performance is not just a matter of delivering fast, but of building over time.
For example, at Orange, the "Time To Think" program initiated in certain business divisions has made it possible to integrate collective breaks into weekly schedules. The aim: to create a space in which to reflect on recent learning, review priorities and identify the root causes of friction. The result: a significant reduction in the number of unnecessary iterations in projects.
This type of initiative can be based on the implementation of monthly prioritization rituals, cross-functional governance committees, or "stop & reflect" practices integrated into project milestones.
Today, collaborative working is highly valued in discourse, but still too little structured in practice. In many organizations, it relies on motivated individuals or informal interpersonal relationships, with highly variable effects depending on the team.
Setting up a framework for cooperation does not mean making processes more cumbersome, but rather creating explicit conditions for collective work. This implies in particular :
At Accor, the creation of hybrid "squads" bringing together marketing, digital and HR on transformation projects has improved time-to-market while reducing inter-business tensions. Cross-functional working was made possible by a precise operating framework: clear decision-making bodies, explicit roles, shared collaborative tools.
➤ Lire : Cross-functional management: optimizing collective efficiency
Sustainable performance cannot exist without a clear redefinition of the managerial role. The manager today finds himself at the crossroads of three major responsibilities: achieving objectives, managing operational tensions, and maintaining the quality of human dynamics.
He or she acts as astrategic interface, guaranteeing consistency between the organization's ambitions and the concrete experience of its teams. In a context of constant change, it is essential that he/she can rely on stable reference points to arbitrate, prioritize and support.
This presupposes a clarification of expectations: what makes a "good" manager in this new context? What postures, indicators and collective responsibilities do we really value?
But clarifying is not enough. We also need to equip managers to take on this role without falling into control or exhaustion.
At Decathlon, each manager is trained to lead a "team compass": an internal tool that invites employees to self-assess on four key dimensions - meaning, efficiency, responsibility, well-being. Together, they identify concrete levers for improvement and co-construct adjustments.
This type of tool transforms the managerial posture: we move from a controlling role to one of facilitation. The manager becomes a player in collective regulation, capable of aligning performance and working conditions.
➤ Read: 4 key skills for an agile manager
Clarifying expectations is not enough. We also need to provide managers with the means to fulfil this role over the long term. Yet many organizations concentrate their efforts on initial training, without offering continuity or real support in practice.
Supporting managers means recognizing that they are key players in the transformation process, but also the ones most exposed to day-to-day tensions. This requires a structured support system:
At L'Oréal, the "Leadership Circles" set up in several entities encourage this continuous adjustment process. These circles bring together 6 to 8 managers every month, on the basis of concrete cases, to develop their ability to listen, regulate and make complex decisions.
In the majority of organizational transformations, culture is evoked, but rarely worked on in depth. Values are flaunted and manifestos produced, but little thought is given to what is actually experienced, valued or tolerated in practice.
Yet culture is what determines collective reflexes, implicit trade-offs and day-to-day managerial behavior. It directly influences the way teams cooperate, regulate tensions, innovate or, on the contrary, avoid sensitive subjects.
In other words: culture isn't what you display. It's what you allow.
Taking real-life culture into account means being willing to ask questions that are sometimes uncomfortable:
With a view to sustainable performance, this alignment between discourse, practices and symbols is becoming essential.
Some companies are making a structured commitment. One example is Danone, with its "One Person, One Voice, One Share" program. By setting up formalized listening sessions on a large scale, the company has been able to bring weak signals to light, and to rethink HR practices.
This type of approach is in line with the principles of ISO 26000, linking governance, social dialogue and corporate social responsibility.
But this cultural work must not be a "separate project". It must permeate all transformation processes: managerial training, appraisal interviews, group leadership, recognition, etc. A coherent, explicit and shared managerial culture is a decisive factor in resilience and collective performance.
In a nutshell
Sustainable performance cannot be reduced to an environmental approach or a CSR label. It implies a systemic transformation that mobilizes governance, management, HR tools and collective dynamics.
It involves implementing an integrated performance model, reconciling financial performance, environmental performance and the quality of working conditions.
At NUMA, we help companies activate these levers through :
Discover our formats to activate sustainable performance in your teams
Sustainable performance is not just a fad or a synonym for CSR. It's a strategic approach that combines economic performance, team well-being and environmental and social responsibility. It implies an in-depth transformation of management practices, steering processes and evaluation criteria, taking into account both short-term results and the conditions for long-term success.
At NUMA, we support companies wishing to implement more sustainable management practices, by integrating human, economic and environmental issues into their transformation processes. Here are five structuring levers to activate truly sustainable performance.
One of the great paradoxes of modern organizations lies in the tension between agility and haste. Too often, agility is confused with extreme reactivity, to the detriment of the ability to anticipate, regulate and learn.
Rethinking our relationship with time means accepting that performance is not just a matter of delivering fast, but of building over time.
For example, at Orange, the "Time To Think" program initiated in certain business divisions has made it possible to integrate collective breaks into weekly schedules. The aim: to create a space in which to reflect on recent learning, review priorities and identify the root causes of friction. The result: a significant reduction in the number of unnecessary iterations in projects.
This type of initiative can be based on the implementation of monthly prioritization rituals, cross-functional governance committees, or "stop & reflect" practices integrated into project milestones.
Today, collaborative working is highly valued in discourse, but still too little structured in practice. In many organizations, it relies on motivated individuals or informal interpersonal relationships, with highly variable effects depending on the team.
Setting up a framework for cooperation does not mean making processes more cumbersome, but rather creating explicit conditions for collective work. This implies in particular :
At Accor, the creation of hybrid "squads" bringing together marketing, digital and HR on transformation projects has improved time-to-market while reducing inter-business tensions. Cross-functional working was made possible by a precise operating framework: clear decision-making bodies, explicit roles, shared collaborative tools.
➤ Lire : Cross-functional management: optimizing collective efficiency
Sustainable performance cannot exist without a clear redefinition of the managerial role. The manager today finds himself at the crossroads of three major responsibilities: achieving objectives, managing operational tensions, and maintaining the quality of human dynamics.
He or she acts as astrategic interface, guaranteeing consistency between the organization's ambitions and the concrete experience of its teams. In a context of constant change, it is essential that he/she can rely on stable reference points to arbitrate, prioritize and support.
This presupposes a clarification of expectations: what makes a "good" manager in this new context? What postures, indicators and collective responsibilities do we really value?
But clarifying is not enough. We also need to equip managers to take on this role without falling into control or exhaustion.
At Decathlon, each manager is trained to lead a "team compass": an internal tool that invites employees to self-assess on four key dimensions - meaning, efficiency, responsibility, well-being. Together, they identify concrete levers for improvement and co-construct adjustments.
This type of tool transforms the managerial posture: we move from a controlling role to one of facilitation. The manager becomes a player in collective regulation, capable of aligning performance and working conditions.
➤ Read: 4 key skills for an agile manager
Clarifying expectations is not enough. We also need to provide managers with the means to fulfil this role over the long term. Yet many organizations concentrate their efforts on initial training, without offering continuity or real support in practice.
Supporting managers means recognizing that they are key players in the transformation process, but also the ones most exposed to day-to-day tensions. This requires a structured support system:
At L'Oréal, the "Leadership Circles" set up in several entities encourage this continuous adjustment process. These circles bring together 6 to 8 managers every month, on the basis of concrete cases, to develop their ability to listen, regulate and make complex decisions.
In the majority of organizational transformations, culture is evoked, but rarely worked on in depth. Values are flaunted and manifestos produced, but little thought is given to what is actually experienced, valued or tolerated in practice.
Yet culture is what determines collective reflexes, implicit trade-offs and day-to-day managerial behavior. It directly influences the way teams cooperate, regulate tensions, innovate or, on the contrary, avoid sensitive subjects.
In other words: culture isn't what you display. It's what you allow.
Taking real-life culture into account means being willing to ask questions that are sometimes uncomfortable:
With a view to sustainable performance, this alignment between discourse, practices and symbols is becoming essential.
Some companies are making a structured commitment. One example is Danone, with its "One Person, One Voice, One Share" program. By setting up formalized listening sessions on a large scale, the company has been able to bring weak signals to light, and to rethink HR practices.
This type of approach is in line with the principles of ISO 26000, linking governance, social dialogue and corporate social responsibility.
But this cultural work must not be a "separate project". It must permeate all transformation processes: managerial training, appraisal interviews, group leadership, recognition, etc. A coherent, explicit and shared managerial culture is a decisive factor in resilience and collective performance.
In a nutshell
Sustainable performance cannot be reduced to an environmental approach or a CSR label. It implies a systemic transformation that mobilizes governance, management, HR tools and collective dynamics.
It involves implementing an integrated performance model, reconciling financial performance, environmental performance and the quality of working conditions.
At NUMA, we help companies activate these levers through :
Discover our formats to activate sustainable performance in your teams
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