The companies’ performance is too often view regarding their resources: technological and financial, in particular.
Individual human resources are also taken into account like an element of the success: recruiting necessary competences, optimizing the balance between the “human capital” and the economic constraints, too often in a short term approach. But most of the time, it is according to an mecanicist approach: the parts are in place, and their assembly must produce, “automatically”, or in any case, thanks to the resources of “management” or, more still, of “leadership”.
However, many companies run into the complexity of human dynamics. The “leaders” are not in question: matrix organizations, non-hierarchical and transverse management, projects’ dynamics, family-owned businesses, “cultural” heritages, M&A,… So many contexts which testify of the complexity of the management of talents, energies, and emotions too.
In all these situations, and a lot of others, our contribution is to help the leaders and their teams to “better work together”, by taking into account all that is rational, and also what it is less.
Facilitation, positive energy, theoretical and operational approaches unceasingly brought up to the edge, an experience of projects and teams in very diverse sectors, here are some of the ingredients of the Kaqi receipt, always at your service.