CHANGING THE CONVERSATION
ABOUT CAPGEMINI
With broad scope and global reach, Capgemini spans 40 countries and employs over 180,000 people. It’s one of the principal providers of consulting, technology and outsourcing services on the planet. With such breadth, it frequently acquires smaller businesses to grow, and with it, some of the keenest tech-focused minds to service the various sectors.
THE CHALLENGE
TECH EXCELLENCE VERSUS PEOPLE POWER
High technical expertise in senior appointments is a formidable weapon. However, with minds geared to projects and an individual focus on excellence, nurturing the skills to lead and manage teams, and driving towards the bigger picture can be lost. The long-term prognosis for a lack of open dialogue isn’t good for any company, let alone a company with so many strings to its bow and so many employees potentially affected. In short, Capgemini wanted us to train and instil a positive behavioural change top down.
THE APPROACH
We began with research. We needed to know whether employees’ voices about their managers were being heard and what the barriers stopping people having constructive conversations were. We ran insightful half-day workshop sessions, keyed in bite-sized learning and integrated approaches with email and phone support to help absorb findings.
The drive was about awareness of how behavioural change starts with these leaders. We shared insights on how to plan and have difficult conversations. We also explored the CLEAR communication process and how this empowers everyone to be able to communicate beneficially for individuals and company-wide objectives.