Managerial innovation

We help you to test out and adopt emerging, innovative management systems such as systems derived from Theory U, holacracy and the Teal model.

How can you adapt your company to a world that is becoming more complex? Do you have to learn to “do more with less”? Do you always have to “do better”? This race to the bottom seems to have hit the buffers. Commentators are saying that “there is something wrong with today’s organizations.” The evidence of this is a reduction in staff members’ commitment and an unprecedented level of stress within management teams.

Does the future look hopeless? No! There is a way of “doing things differently.”

In organizations that have been able to set out a clear and genuinely shared vision, a new trend is emerging to promote a management system based on trust and empowerment. Within these organizations there seem to be fewer short-term economic objectives. Even so, we can see that their performance often surpasses that of their competitors.

Despite the appeal of these models, few companies these days are managing to overcome the obstacles to a transformation of their managerial practices.

We can help you with precisely this. We have been involved in ambitious initiatives in several European countries since the emergence of this trend. It is an emerging area that is far from being firmed up and is still experimental but we are lucky to be one step ahead.

Are you interested in these approaches? Do you think they might add value to your organization?

Our experience shows that the shortest route to success in this area is practical application, even if on a modest scale, and experimentation. We have run labs and pilot experiments. Often, these experiences, although limited, have had such an impact that the organization has naturally applied its principles more widely.


What you can expect of us

  • We run a series of interventions for your management involving practitioners and high-level experts; we facilitate exchanges to make your management aware of new managerial practices and to enable you to identify experimental pathways for your organization;

  • We design and lead “prototyping” sessions. For a session lasting half a day or a full day, based on a particular topic – e.g. the annual evaluation process – a panel of directors, managers and staff meets to identify new practices;

  • We lead a network of corporate hackers within the organization: motivated and engaged staff prepared to change things from the inside on an everyday basis;

  • We run Change Labs lasting 3 to 5 days involving, for example, the major potential of your organization – the leaders of tomorrow – in an initiative to step back from the current situation and identify the new managerial practices that need to be introduced and expanded in the company;

  • We assist with the implementation of a Holacracy initiative involving certified specialists.

Why choose Adviso

  • We are part of this ecosystem, connected to practitioners, pilot companies and opinion-shapers

  • We have run several projects in this area

  • Adviso operates in line with these principles: we apply to ourselves what we recommend to others

Client case study

Des hauts potentiels transformateurs du management

  • Context: An IT service company with 4000 staff, a subsidiary of a large group, had just established an initiative to assist its 50 high-potential staff. The management wanted to provide them with concrete proof that it expected a new form of leadership from them. The client gave us a free hand to bring these young, talented staff – distributed across every continent and not knowing each other well – together for 5 days.

  • Approach: We employed our best specialists to design and facilitate a seminar consistent with the principles of management based on trust, empowerment and initiative. We used several appropriate facilitation tools: dialogue circles, open space and design thinking.

  • Client benefit: The impact of the seminar exceeded our expectations and those of the client: the level of energy and commitment was high from the first day and for a long time after the event. One client told us that “we have just gained 10 years’ of loyalty from our best staff.” We were given the task of helping to lead this community and to facilitate the next meeting.