Support complex transformation programs

Transforming with success

The success of a transformation plan relies both on the definition of a clear, precise, global and consistent structure (organisational clarity) and the development of trusting relationships between all stakeholders in the plan.

In practice

Nexter has launched a transformation and onboarding plan to prepare for the next 10 years. We support them in structuring and managing projects and in developing a culture of responsibility and cooperation.

Onboard each and everyone

Successful change is achieved by co-building with and engaging all stakeholders on your transformation agenda.

In practice

Leader of its sector, ArianeGroup has launched a transformation program integrating a significant evolution of managerial practices. We onboarded 600 managers and employees over 12 sites in 2 countries to make them all change leaders.

Foster hybrid work

Beyond the simple choice between face-to-face and remote, thinking about hybrid work must be an opportunity to empower employees and trust teams to imagine more agile ways of working.

In practice

Sandoz allows its teams to choose their hybrid work mode in a responsible manner. So that this freedom does not rhyme with individualism, we have designed collective rituals inviting everyone to put themselves in 3 chairs: of the individual, the team and the organization.

The success of a transformation plan relies both on the definition of a clear, precise, global and consistent structure (organisational clarity) and the development of trusting relationships between all stakeholders in the plan.

In practice

Nexter has launched a transformation and onboarding plan to prepare for the next 10 years. We support them in structuring and managing projects and in developing a culture of responsibility and cooperation.

Successful change is achieved by co-building with and engaging all stakeholders on your transformation agenda.

In practice

Leader of its sector, ArianeGroup has launched a transformation program integrating a significant evolution of managerial practices. We onboarded 600 managers and employees over 12 sites in 2 countries to make them all change leaders.

Beyond the simple choice between face-to-face and remote, thinking about hybrid work must be an opportunity to empower employees and trust teams to imagine more agile ways of working.

In practice

Sandoz allows its teams to choose their hybrid work mode in a responsible manner. So that this freedom does not rhyme with individualism, we have designed collective rituals inviting everyone to put themselves in 3 chairs: of the individual, the team and the organization.

Build performing teams

Manage trough trust

Developing trust within a team is key to its performance. We support teams through a structured approach that brings the decision closer to where information is and allows each team member to act as a responsible leader.

In practice

Within a major programme for Thales, we have supported the management team over time to make it a high-performance team, united and committed to the success of the programme.

Team development

The development of a high-performance team requires long-term work combining operational challenges and improved operating methods. Rooting new practices requires experimentation between working sessions with the team.

In practice

The Compliance and Business Ethics Department of AG2R La Mondiale wanted to further strengthen the transversality within the management team. For this, we organized 4 one day team sessions to develop confidence in the performance of the team.

Feedback culture

Practising feedback certainly requires mastering the technique, but perhaps above all, adapting your communication style to the person you are dealing with. Getting to know each other better, both individually and collectively, is therefore a key success factor to build a feedback culture.

In practice

Bizline, a subsidiary of Rexel, wanted to develop a feedback culture for all its employees. To this end, we organised a team day combining self-knowledge with the MBTI tool and immediate practical application of feedback.

Developing trust within a team is key to its performance. We support teams through a structured approach that brings the decision closer to where information is and allows each team member to act as a responsible leader.

In practice

Within a major programme for Thales, we have supported the management team over time to make it a high-performance team, united and committed to the success of the programme.

The development of a high-performance team requires long-term work combining operational challenges and improved operating methods. Rooting new practices requires experimentation between working sessions with the team.

In practice

The Compliance and Business Ethics Department of AG2R La Mondiale wanted to further strengthen the transversality within the management team. For this, we organized 4 one day team sessions to develop confidence in the performance of the team.

Practising feedback certainly requires mastering the technique, but perhaps above all, adapting your communication style to the person you are dealing with. Getting to know each other better, both individually and collectively, is therefore a key success factor to build a feedback culture.

In practice

Bizline, a subsidiary of Rexel, wanted to develop a feedback culture for all its employees. To this end, we organised a team day combining self-knowledge with the MBTI tool and immediate practical application of feedback.

They trust us

  • MoonSpark's ability to formulate key issues in a positive way, to bring out innovative solutions that encourage team mobilization, and to challenge us with benevolence and exacting standards, make them reference partners for ArianeGroup.

    André-Hubert Roussel

    CEO ArianeGroup

  • I called upon MoonSpark to support my team in transformation challenges. The totally personalized and humanized approach and the perfect understanding and integration of our needs make MoonSpark a partner that makes the difference.

    Julie Cherrier-Wattel

    GM La Mer & Bobbi Brown

  • MoonSpark has been supporting Pyroalliance for 3 years in order to lead our transformation with our managers, our teams, our ComEx and the entire organisation, always placing people at the heart of the company’s performance.

    Vincent Peypoudat

    CEO Pyroalliance

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