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Organization and culture

We guide the evolution of corporate organizational models to adapt to changing contexts and design programs that encompass the entire people empowerment ecosystem.


Organizations have long faced major challenges, some of which have arisen sooner than expected. On the one hand, a highly competitive market is moving at an unprecedented pace, requiring organizations to adapt quickly to changing environments. On the other, the people who make up those organizations and make them unique are becoming increasingly aware of their expectations and needs. Ultimately, organizational structure alone is no longer enough to keep chaos and complexity at bay: identity, belonging, cultural coherence, and information are where the game is played to really hold organizations together.

The entire leadership of an organization is at the center of these tensions. It must lay the groundwork for a new relationship between the parties. It’s increasingly the responsibility of those who lead organizations to emphasize the three main aspects that define them — people, culture, and the organization itself — while recognizing that movement and the search for balance are the only true constants.

The first challenge in this transformation is to listen ever more closely and deeply to people’s needs and desires. Maintaining an appropriate level of well-being through factors such as flexibility in managing one’s time and work practices is becoming an increasingly essential component of lasting relationships between people and organizations. Common trust and a sense of shared purpose and responsibility are the foundation of this relationship.

This brings us to the second area of challenge: culture — the set of principles, tools, methods, and rules that make an organization a living, evolving body that engages and attracts individuals who share a common mindset.

We now turn to the third level of this evolutionary challenge, the organization itself in its most structural dimension. Here we address what we might call the organization’s operating system, the components of its infrastructure, the rules that govern the interactions between the parts, and the resulting new models.

Organizational design

Internal communication

Talent and growth

Employer branding


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