The future of Hasbro France
Reinventing Hasbro France for a dynamic and attractive post-Covid future.
- client request
In a context where some members of the executive committee are not yet fully familiar with each other, the client has an urgent need for effective facilitation. Sensitive topics have to be addressed, such as the organisation of work, the workplace and the post-Covid future of the company, despite that lack of familiarity between members.
The client also faces the challenge of generating and sorting ideas in a limited time of only two hours. That time constraint calls for a structured and effective facilitation method, so that every voice is heard and the key ideas are identified and explored in depth.
The client also insists on the importance of keeping the results and the discussions confidential.
- challenges
In an environment where the members of the executive committee are still getting to know each other, the client stresses how important effective facilitation is. The issues are numerous and delicate:
Effective facilitation despite the lack of familiarity. The client wants every member to be able to discuss sensitive topics such as the organisation of work, the workplace and the post-Covid future of the company, with confidence and openness, despite the relationships within the group still being new.
Time management. The client needs to generate and sort ideas in just two hours. That limit calls for a very structured and effective approach to facilitation on my part, so that every idea and every perspective is not only heard but also assessed in depth.
Confidentiality of the discussions. The client stresses the need to guarantee the confidentiality of the results. It is imperative to create a space where the members of the executive committee can share freely without fearing leaks, which allows for an open and honest discussion that can lead to innovative and bold solutions.
Maintaining the appeal of the company. In a competitive labour market, it is essential to position yourself as an employer of choice, offering employees opportunities for growth, development and wellbeing. That calls for adjustments to meet the new expectations of candidates.
- stakes
In a working world that keeps changing, the issues behind these challenges will determine whether the company thrives in the post-Covid world. Every challenge counts, from facilitating the meeting through to guaranteeing confidentiality.
Understanding and anticipating post-Covid change. This calls for a thorough understanding of what candidates now expect, of the changes in ways of working, and for the ability to put effective strategies in place to ride those changes.
Impact on the image of the company. This means maintaining and strengthening a positive brand image with clients and stakeholders. Managing the post-Covid transition well and adapting to the new dynamics of work are essential to keep people seeing the company positively.
Close collaboration with operations. This means strengthening collaboration between the finance department and operations, which gives better coordination and a more meaningful contribution from finance to the overall goals of the company.
Bringing the team along on this transformation journey. This means making sure every team member is fully engaged in the transformation process, aware of their individual and collective capabilities, and ready to use them to strengthen the team and help deliver the goals of the company.
- solution
Safe space
Establish confidentiality rules and encourage open and honest communication between the members of the executive committee.
Guided brainstorming
Run brainstorming sessions on three confidential topics, encouraging creativity and innovation.
Prioritising ideas
Use voting or weighting techniques to identify the most promising and most relevant ideas, the ones that answer the challenges and the issues.
Initial action plan
Sketch out an initial action plan based on the ideas that emerge and consider decision scenarios to give the team a clear direction.
- results
Because our discussions were confidential, the specific results cannot be shared. The session did allow innovative ideas to emerge and it gave the team a platform for an open and constructive discussion about the future of the company.
TO ORGANISE A KEYNOTE, A WORKSHOP OR A MASTERCLASSÂ