Case studies

A company faced internal tensions, decreased motivation, and performance within one of its departments. The atmosphere at work was heavy, processes inefficient, and objectives unclear.

- Immersion within the department to understand the root causes of discontent and identify mental models hindering progress.
- Co-construction of a positive vision for the service and its contribution, restoring meaning to the employees' work.
- Implementation of "small victories" to improve operations and strengthen team engagement.

During a collaborative workshop, an agent expressed feeling unrecognised for their work. This led to an open and sincere dialogue about the added value of each person's work and the collective contribution of the service. This exchange marked a turning point in the team's dynamics.

Our humanistic and pragmatic approach, focused on co-construction and understanding mental models, convinced our client of our ability to sustainably support the department's turnaround.

Two organisations aimed to merge, creating a stronger and more efficient structure. Cultural and organisational differences between the entities raised concerns about the merger's success.

- Managed the merger project, ensuring coherence between cultures and organisational models.
- Implemented a collaborative approach to identify synergies and complementarities between the two entities.
- Supported the transition and creation of a strong new identity.

Organised a seminar bringing together teams from both entities to co-construct the vision and values of the new structure. This event fostered connections, overcame apprehensions, and laid the foundation for a shared culture.

Our expertise in change management and human-centred, collaborative approach were crucial in choosing Ad Valoris to lead this complex project.

Three entities involved in a large-scale territorial transformation project wanted to consolidate their competencies and resources into a single operator.

- Supported the three entities in developing and launching a unified structure, combining competencies, processes, and tools.
- Defined clear and efficient governance for the new entity.

Developed a strategic roadmap for the single operator, outlining objectives, priorities, and action plans to contribute to the territorial project's success.

Our expertise in organisation and management, along with our ability to unite teams around a common project, convinced the three entities to entrust us with this strategic mandate.

An administrative service suffered from low motivation and engagement. High absenteeism, significant turnover, and declining service quality indicated employees felt undervalued and disconnected from the service's mission.

- Immersed within the service to understand the deep-seated causes of discontent and identify blocking mental models.
- Co-constructed a positive vision for the service and its contribution, restoring meaning to the employees' work
- Implemented "small victories" to improve service operations and strengthen team engagement.

During a workshop, an employee suggested a simple idea to improve an internal process. The team enthusiastically implemented the idea, resulting in time savings and work simplification. This "small victory" boosted employees' self-confidence and initiative.

Our human-centered and co-constructive approach, along with our expertise in motivating and engaging teams, convinced the administrative service of our ability to help them break out of the negative spiral and regain performance.

A unit struggled to meet user needs, with long wait times, overloaded employees, and increasing user complaints. The current organisation was no longer suited to demand.

- Analysed the processes for handling beneficiaries and identified bottlenecks.
- Co-constructed a new, more efficient unit organisation with the teams, better adapted to the needs of beneficiaries and staff.
- Implemented a support plan to facilitate the transition and change management.

Simulated the new unit organisation with the teams to identify necessary adjustments and potential difficulties. This exercise alleviated apprehensions and prepared for a smooth implementation of the change.

Our expertise in organisation and process optimisation, along with our collaborative and pragmatic approach, made Ad Valoris the ideal partner to support the unit in its reorganisation.

Two professions within the same service struggled to collaborate effectively. Territorial conflicts, stereotypes, and professional cultural differences hindered collaboration, impacting the quality of service to beneficiaries.

- Identified mental models and stereotypes impeding collaboration between the two professions.
- Co-constructed a shared vision of beneficiary care and the roles of each profession.
- Implemented communication tools and collaborative mechanisms to foster teamwork and collective intelligence.

During a co-creation workshop, a member from each profession shared their perspective on beneficiary care. The exchange helped overcome prejudices and uncover unexpected complementarities, marking the start of more effective and respectful collaboration.

Our expertise in conflict management and dialogue facilitation, along with our understanding of mental models, was crucial in choosing Ad Valoris to improve collaboration between the two professions.

Healthcare, home care, social action, or higher education institutions sought to define their strategic plan for the coming years to adapt to environmental changes and strengthen their impact.

- Analysed the environment and trends related to each institution's activities.
- Identified strengths, weaknesses, and development opportunities.
- Co-constructed a long-term vision and strategic plan to reinforce positioning, excellence, innovation capacity, and societal impact.
- Facilitated collaborative workshops with leadership teams and stakeholders.
- Developed a concrete implementation plan, including objectives, action plans, and performance indicators.

Presented the strategic plan to the board of directors and the institution's teams, fostering adherence and engagement around the shared vision.

Our expertise in strategy and planning, combined with our collaborative approach and deep understanding of the health, social, and higher education sectors, convinced the institution of our ability to support them in defining and implementing their strategic plan.

A hospital aimed to create an innovative patient support centre, integrating spiritual dimensions into care. The ambitious project required a clear strategy to ensure success and integration into the medical environment.

- Analysed the value proposition and the scientific, medical, and cultural environment of the centre.
- Co-constructed a strategic vision for the centre's future, focused on innovation and collaboration with the medical world, patients, and their families.
- Developed an action plan and business plan to secure funding and implementation.

Organised a symposium bringing together medical experts, patient representatives, and spiritual stakeholders to share the project's challenges and foster support and adherence.

Our expertise in innovation strategy, understanding of the healthcare sector's challenges, and sensitivity to human and spiritual dimensions made Ad Valoris the ideal partner to support this innovative project.

An institution sought to define its HR strategy for the coming years to adapt to labour market changes, strengthen employee engagement, and attract talent.

- Analysed HR challenges in the relevant sector.
- Evaluated current HR practices and identified areas for improvement.
- Co-constructed an HR strategic vision and roadmap to attract, develop, and retain talent, creating a positive and stimulating work environment.

Implemented an employee engagement barometer to measure the impact of the HR strategy and adjust actions based on results.

Our expertise in HR strategy, understanding of sector specificities, and human-centred approach convinced the institution of our ability to support them in defining and implementing their HR strategy.

An institution aimed to develop its digital transformation strategy to adapt to technological advancements and meet the needs of its beneficiaries.

- Supported the institution in defining an ambitious digital vision and strategy, considering its specificities and beneficiaries' needs.
- Assisted teams in translating this vision into objectives, strategic axes, and a roadmap.

Organised awareness and training workshops on digital challenges for the institution's teams, fostering project adherence and developing digital skills.

Our expertise in digital transformation, understanding of sector challenges, and pragmatic, collaborative approach were decisive in choosing Ad Valoris to support the institution in its digital transformation.