Celerant Change Club

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How to manage change in a LEAN approach?
When companies launch a Lean programme, they too often focus only on process improvement and neglect the human aspect (employee development, behaviour change and the mindset). Without this key component, any value can be set permanently.
How can we identify obstacles to performance in a plant where all the fundamental requirements “appear” to be in place?
In the absence of technical process expertise, how can one bring a clear perception of problems and new and alternative approaches to problems? And how is this change programme to be communicated and relaunched, when the team believes that they have already implemented this change.
Dealing with managers labelled as having the “last word syndrome”
While everyone has encountered this type of profile at least once in their career, how can managing these cases? Can it affect Change Managers? How can this type of profile be used in a change project? How to prevent them from damaging?
Senior Executives & Operational Managers: Is the widening gap between Senior Executives and Operational Managers the reason for the low rate of success for change projects?
Launching a transformation project by mobilizing, involving teams and through a deep modification of working methods helps obtain results.
How to support employees during strategic and organizational changes?
This is to engage, motivate and involve employees R&D around the new R&D project and new modes of operation.
Break down hierarchies to reveal talent: Transition towards a model of empowerment.
Which management and control system is relevant
Centralize or decentralize strategic functions, especially Purchase?
Launching a transformation project by mobilizing, involving teams and through a deep modification of working methods helps obtain results.