The examples are listed without the name of the customers (confidentiality):
- A Company of services, subsidiary of a large company. After a benchmarking study, the new DG wishes to mobilize his teams to launch a three years project of performances improvements.
- A Technical Division in a multinational. "Against" the opposition to change of his management team, the new director decides to launch an strong action plan in order to develop efficiency, agility, reactivity, speed.
- A Sr VP in a large WW company has been helped to organize the yearly management seminars (structure, dynamic, workshops,..).
- An important company of services negotiating a large project in Asia. Concelling and follow-up of the commercial and technical team, over several years .
- The DG of an IT company, subsidiary of large European company launched a performance improvement program : productivity and reliability.
- The CEO of a small company wishes to improve its organization performances and boost the results (profits) to be able to reactivate external growth.
- The Sr VP responsible for Asian markets wishes to increase the performances of the commercial teams (large group, services sector).
- The senior VP responsible for International decides on the refoundation of an Asian subsidiary: audit, coaching of the DG, the mobilization of the local team.
- A big group of the distribution sector wishes to boost the thinking around a 5 years strategic plan of Sales Management.
- A medium size company management is coached during a three years succession plan (between founders and new leaders).
- Two big industrial groups merged their subsidiaries in Far East and needed help to implement the new multicultural management team.
- The DG (of a subsidiary of a group of public sector) wishes to improve the performances of its sales force (CA and margin).
- The Director of an organization of engineering wishes to mobilize his teams and to develop them according to the changes of the strategies of the company.
..../. Etc.