Challenging conventional wisdom to reveal the unexpected

Quantum Leap: seeking
big and looking far,
go fast and dare,
pick opportunities
Future target:
Quantum Change and
Quantum Growth
Client associated
with Share
« All truths are easy to understand once they are discovered; the point is to discover them »Galileo Galilei

Our way of shaking preconceived ideas is mainly based on the following principles:

To ask a lot of “why’s?” on achievements, situations, conclusions that may at first seem obvious and unchangeable
To ask simple and percussive questions
To dare ask questions even though their answers may seem obvious or difficult to achieve
To encourage discussion among people from different horizons in order to explore new fields and find new ideas: for example, adolescents and persons with a long working experience, philosophers and entrepreneurs, etc.
To listen again and again to our clients so as to adapt the rhythm of change, thus creating disruptive and dynamic effects between acceleration and recovery
To work essentially on a voluntary basis: this means accepting only those missions in which the client is the actor of his own change
To inject energy into sleeping actors
To allow autonomy to the client’s employees who seldom enjoy it
With nimbleness and gentleness, to slide back in through the window when the client makes us leave through the door!

Here are some examples of our successful techniques.

High Technologies Futurism

For a client working in a technological field, we developed an innovative plan of action in cooperation with researchers in the R&D field, philosophers, experts in sustainable development; businessmen from different sectors and adolescents aged 15 to 17. The purpose of this association was to draw strategic lines for the future by finding an answer to the following question: “How can we create highly technological tools that will make life easier in the home of the future?”

This association enabled us to shake entrenched views and find new revolutionary ideas.

Two years later this company, which had barely managed to survive even after heavy restructuring, became the leader in the market. Furthermore, several researchers still talk enthusiastically about the unexpected and refreshing effect brought about by exchanging ideas with adolescents and other persons with no immediate connection to the business world, an exchange, which opened new and unforeseen possibilities.


Daring to look ahead to impart a systemic effect to the quantum leap

What is a ”quantum leap”? In physics, it is the sudden change in the state of an element or a system, which moves to a different or superior level. Therefore, in everyday language, it is a sudden, surprisingly quick and revolutionary change.

The CEO of an important financial enterprise asked us to help change his company’s culture, which had heretofore been heavily influenced by the Government. The goal was to adapt it to a rapidly developing market, thus ensuring durable growth.

We told him straightaway that if he wanted to attain rapid, lasting and exponential results, he had to adopt systemic and strategic actions. Any other solution would result in heavy expenses with little or no results. Even though our suggestions were rather unconventional, he accepted the challenge with courage.

Here is how we implemented an innovative approach using the company’s internal network: 1/with the help of selected employees we spread the rumor that something was going to change; 2/we encouraged employee participation in the change process ; 3/we waited for collective intelligence to complete the transformation process.

In cooperation with company staff, we created a corporate university, fueled by ideas of company opinion leaders. We then conceived and implemented an innovative strategy which concerned all company managers (1600 persons instead of 250 as mentioned in the original specifications).

At the same time, we worked with the Executive Committee and human resources staff to help them become leaders of their own corporate university. Assisted by opinion leaders who had volunteered, we worked on the daily programs of the corporate university. We developed a global communication plan that would ensure the interest and participation of all company employees. The name of this plan was chosen by polling 15000 employees; the results were distributed among the staff. An Internet portal was created. Before calling a management meeting, we circulated a questionnaire to all managers. Most of them were required to answer it, thus bringing the process of change to the attention of the entire company. After this preliminary work, we launched our first sessions, which were essentially laboratories for the implementation of change and the development of new ideas. 160 persons participated in each session, which was headed by two external activity leaders plus staff from human resources. Employees participated on a voluntary basis. 70% of these two-day sessions were devoted to structured exchanges and the development of projects among participants, 15% to theoretical concepts and 15% to institutional messages. After the first 10 sessions (comprising 1600 managers), a growing number of employees expressed their wish to participate in the project. The entire bank was discussing this innovative and cooperative process of change. The positive effects rapidly came to the attention of management. Managers noticed that the entire company was involved in developing the changes defined in the course of the sessions. Bringing together large groups made them realize that they could effect changes, try something new and daring, since everybody acquired the same notions and shared joint experiences.

Six months later, we organized, with equal success, a second series of sessions, which included large groups. The beginning of each day was devoted to the presentation and discussion of the best course of action that would achieve the concrete implementation of change.

The results of this action were very positive and reverberated throughout the Company. It was developed on a larger scale, thus bringing about reorganizations, which in turn spawned a renewed momentum. This innovative and collaborative process of change resulted in a wider targeting of clients and a strong company growth in a globally difficult market.

Revolutionizing a business model in a thriving market

The CEO of a large company in the food processing field entrusted us with a mission with the following specifications: “Take advantage of a thriving market to create a future-oriented company that will ensure our existence for the next 20 years. If we rest on our laurels, competition will outstrip us without our even noticing it. How can we raise this awareness even though all the indicators are flashing green lights? How can we create a feeling of urgency within the Executive Committee, whose members have held their jobs for 20 years and have contributed to the present success of the company? How can the Executive Committee innovate, question old presuppositions, depart from existing schemes?”

In order to carry this mission through to a successful conclusion, we invited executives to exchange their visions of the company’s and the market’s future with three groups: field personnel (belonging to at least an N-4 hierarchical level), opinion leaders in this same group and various company representatives from other departments. These meetings led to the exploration of different possibilities for the future, which were conducted alongside with creativity and coaching techniques. Finally, we worked side by side with executives to develop a plan of action leading to progressive changes to be implemented gradually.

Today this company is an example of innovation and boasts a profitability far above that of other Group units, thanks to its daring Executive Committee who had the courage to shake its old beliefs and succeeded in investing in innovative and expanding sectors.