Initial situation: Multinational needed to make people management processes more transparent and equip plant managers with skills to practice modern cutting-edge management. The plants’ predominant focus tended to be very technical, focused on quality and each plant had a specific reality, with a target public that valued typical examples of each unit. The operating public […]

Leading service company disseminating its Code of Conduct Initial situation: The company needed to guarantee the incorporation of the Code of Conduct in the daily routine of each employee, as part of the strategic alignment. The messages had to be transmitted through concepts and language easy to understand for employees of all levels. The company […]

Change Management in a multinational that implemented a specialization model. Initial situation: Strategic decision defined the importance of the company moving from a generalist model in the commercial team to a specialist model, to better serve its customers and increase revenue and results. The impact of the change on the Commercial team was straightforward: They […]

Telecommunications company develops its leadership. Initial situation: Organizational climate survey revealed that leaders did not feel responsible for the management of their teams and many had difficulty giving honest feedback. HR diagnosis confirmed that several managers did not understand the new context of the business and criticized the focus on results and cost reduction. They […]

Leading distribution company disseminating best practices Initial situation: Strategic Planning agreed with shareholders imposed the challenge of doubling revenue by 2012 The business model had limited scalability because it required growth in the structure Heterogeneity in sales management practices negatively impacted results There was a need to work on segmentation to better explore the potential […]

International bank with new role for IT audience Initial situation: The outsourcing of technology development functions had changed the role of IT professionals who would interface the bank’s users with external service providers. From an initial executing profile, they became project managers who needed consultancy skills, focused on relationships, intermediation with suppliers, and exercising interpersonal […]

Post-deployment of shared services center Initial situation: New model of shared services incorporated the concept of process factory and started to perform operational activities common to all Business Units, aiming at gaining scale With the new model, gray areas and conflicts between BUs and the service center emerged The service center was poorly rated by […]

Multinational leader in food disseminates how to develop competencies Initial situation: The worldwide implementation of the competencies model created a favorable environment for development initiatives Managers had doubts about how to develop each competency in practice. What to do to promote the growth of team members? HR was concerned with avoiding unstructured development plans, with […]

International bank implemented service platform Initial situation: Structure changes with the creation of a service platform made the flow of projects more complex. There was an urgent need to ensure understanding of the flows by the user areas and teams of the platform There were no answers to every question Some areas had undergone restructuring […]