Cases
Examples of how we work and the impact we generate
From service provider to strategic client partner
Situation
A financial company where technology was becoming increasingly strategically important. The IT department remained focused on technical delivery, while the client demanded greater value and a different relationship style. The IT department’s culture was not prepared for this.
Challenge
Moving from a focus solely on technical quality to considering the entire customer experience. Breaking down silos between IT departments to foster agility. Delivering value to a customer with increasingly sophisticated technological expertise.
What did we do?
We began by aligning the IT Management Committee around the area’s vision, the desired customer experience, and the attitudes and behaviors to be shown by all employees
Next, we ensured that the change was understood and internalized by the entire department: managers, the department as a whole, and area by area.
To ensure effective change in daily operations, we provide training based on customized cases, support cross-functional teams, and implement a community of ambassadors.
What did we do?
We began by aligning the IT Management Committee around the area’s vision, the desired customer experience, and the attitudes and behaviors to be shown by all employees
Next, we ensured that the change was understood and internalized by the entire department: managers, the department as a whole, and area by area.
To ensure effective change in daily operations, we provide training based on customized cases, support cross-functional teams, and implement a community of ambassadors.
Results
Significant improvement in internal customer perception (even at the Management Committee level). Greater internal coordination and agility. Increased satisfaction among IT employees.
“We achieved what we set out to do: transform Technology from an execution department into the strategic partner the business now needs—with the same technical expertise, but with a new way of collaborating and adding value.”
Chief Technology Officer
To remain the leader in an increasingly competitive market
Situation
A hospitality company with a new owner. A drastic increase in competitive intensity. Historical success had fostered a culture of reactivity and limited ambition, coupled with an evolution towards a culture of growth, competitiveness, and ambition.
Challenge
Historical success had generated a culture of unambitiousness: continuity of objectives and results; difficulty in interpreting and anticipating competitors; tendency to avoid difficult conversations and decisions; lack of proactivity.
What did we do?
We help the Management Committee define its own business strategy, providing analysis and facilitating key conversations
We support the Management Committee in evolving its team dynamics and its leadership of the organization
We implemented a development program for regional directors and other key roles, translating the strategy into real change throughout the organization.
What did we do?
We help the Management Committee define its own business strategy, providing analysis and facilitating key conversations
We support the Management Committee in evolving its team dynamics and its leadership of the organization
We implemented a development program for regional directors and other key roles, translating the strategy into real change throughout the organization.
Results
Recovery of market share and increased profitability. Fulfillment of an ambitious roadmap for new store openings. A more cohesive Management Committee, with a common goal and capable of tackling difficult decisions. A 10 percentage point improvement in the employee satisfaction survey.
“Virens helped us, in the Committee, to define our own strategy, one that makes sense to everyone and that we are all committed to. What I value most is how they did it: involving us in conversation so that the strategy came from the team and we all felt ownership of it.”
CEO
Develop the culture required by the business strategy
Situation
The organization had an ambitious 2030 Strategy, which demanded a qualitative leap in the value delivered to its customers and in the management of the organization’s stakeholder ecosystem. The level of demand had increased, but the internal culture was not prepared to address the challenge.
Challenge
To evolve the culture, shifting from a focus on knowledge and process to proactively generating value for the customer. To ensure decisive and consistent leadership from the Management Committee. To have managers who embrace their role in people development.
What did we do?
We define the key competencies in critical roles and translate them into concrete evidence — so that everyone is clear on what constitutes excellent performance in their position
We launched a structured battery of coaching, training, and development processes with key teams and their leaders
In parallel, we worked with the Management Committee to lead the cultural transformation, with consistency and by example.
What did we do?
We define the key competencies in critical roles and translate them into concrete evidence — so that everyone is clear on what constitutes excellent performance in their position
We launched a structured battery of coaching, training, and development processes with key teams and their leaders
In parallel, we worked with the Management Committee to lead the cultural transformation, with consistency and by example.
Results
A Management Committee that functions as an effective team, with a more strategic vision and less operational focus. Middle managers with a clear understanding of their teams’ talent, better equipped to support, challenge, and provide feedback. All of this with a visible impact on the business: more satisfied customers, new value-added services, and greater dedication to high-impact tasks.
“They helped us translate the strategy into something concrete for each person on the team: to have a clear picture of where the talent was, what needed to be developed, and how leaders could support that development.”
HR Director