STRATEGY FOR CHANGE MANAGEMENT

« Faced with a changing world, it is better to think of change than to change the dressing! « 

This quote from Francis Blanche sums up well the practices and the tracks of progress in change management. This is often integrated in firefighting mode, when a company encounters difficulties.

To avoid a situation that can quickly become untenable and transform change into success, the integration of a change strategy must be carried out as early as possible.

The technical aspects of change are often given priority at the expense of human concerns. However, success must go through the acceptance of the new organization and the new associated missions / tasks. It is therefore essential to prepare for and support change.

We have developed powerful tools for:

  • The implementation of new processes, professions, organization
  • The establishment of a customer culture, a digital culture …
  • The implementation of performance and simplification approaches
  • The deployment of new strategic directions and new business models
  • The evolution and professionalization of support functions
  • The evolution of management modes and managerial posture.

STEPS IN A SUCCESSFUL TRANSFORMATION

The challenge is to master the different dimensions of major transformations (organization, process, people, tools, etc.), to secure the implementation phases and to accelerate change.

ASSESS

Determine the strengths and weaknesses to specify the actions to be carried out

BOOST

Develop and implement short-term, high-impact redeployment plans

PLAN

Axes of development, action plans and the means to mobilize

CONQUER

Identify, prioritize and implement projects in new markets

INNOVATION

Guaranteeing the sustainability of the company and protecting itself from the threat of new players means constantly inventing and deploying new business models.

AWARENESS

The objective is to make employees aware that a transformation is inevitable, to convince them that the organization has no other way out than to do otherwise.

PLAN

Minds being ready for novelty thanks to the sense of urgency created by the previous step, new practices are defined. This step is broken down into sub-phases.

NET BUSINESS

To understand the associated metrics to communicate around the brand, generate buzz, build partnerships and innovate, recruit, sell, improve CRM, etc.

APPROPRIATION

A project that upsets habits and practices is more likely to lead to step-by-step progress, by drawing lessons from each action or experience.

WELCOME TO OUR FAMILY!

Our employees are at the heart of our values ​​and our development.

We would not exist without everyone’s hard work and dedication. Most of our employees are from the start (2009 anyway!) And actively participate in the development of our business every day.

We offer each member of our family a free, limitless or borderless working environment in which parity and equality are important elements and in which everyone can progress, flourish and share their knowledge, culture and DNA.

The heart of our business is to provide you with the keys to growth, performance and bring you real added value.

Our approach is based on the intimate knowledge of our customers, allowing us to adjust our methodology to each context to make it more effective.

By building our interventions in collaboration with each of our customers, we ensure perfect mastery of the issues, the effective deployment of skills and promote complete ownership of projects by customer teams.

a2Da Enterprises is a company registered in Tallinn in Estonia under number 14740580. We have offices in Estonia and France. Estonia is the “Digital Nation”, the ZERO PAPER platform state whose entire administration is online, in the “Cloud”. This is what prompted us to create and develop our activities in this modern, young and European country.

Philippe

Co-founder

Virginie

Co-founder

Emma

Administrative Officer

Alban

Infra / Dev

Anaïs

Sales

Martha

Accounting

Camille

Project Manager

Margot

Project Manager

Arthur

Senior Consultant

Léo

Senior Consultant

Thomas

Junior Consultant

Antoine

Benchmarking

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