la boetie partners

Purpose

We are driven by a desire to facilitate the deep transformation of our clients.

We do so by simplifying and freeing-up how people cooperate.

Our craft is game-changing conversations.

*Our name is inspired by Etienne de La Boétie who was a 16th century French philosopher whose famous work « Discourse against voluntary servitude » urged people not to abandon freedom and give up power to their rulers.

OUR WORK

Our clients live through development cycles.

Change stirs up uncertainty and tensions.

We concentrate on moments that matter.

VISION & STRATEGY

 

DECIPHER THE MOVEMENT

HELP LEADERS TO CLARIFY

SET PEOPLE IN MOTION

Client cases :

EIFFEL

TESTIMONIAL

In supporting our management team to develop a shared vision, you have implemented a perfect combination of intelligence of human relationships and understanding of the strategic challenges of our business.

Fabrice Dumonteil, CEO Of Eiffel I.G. (financial services)

 

WHAT WAS OUR JOB ?

To help address a key question : “After 10 years of existence and successful business growth who would we like to become and why ?”

We spent two days with the 6 partners of the firm sharing in a profound way on the identity of the company, the lessons learnt from the past, and the specific talents, to explore opportunities and develop a shared vision.

 

WE WERE PARTICULARLY FOCUSED ON :

Getting a deep understanding of “who we are and what makes us dream” Learning from the company’s history Building “Simple Guiding Principles” to making good decisions in complex situations
ANDRA

TESTIMONIAL

Your work has helped us in addressing a key issue of strategic alignment. I really appreciated your adaptability, your sense of the team dynamics and your ability to create a constructive dialogue between the teams.

Pierre-Marie Abadie, CEO of Andra (public agency for nuclear waste management)

 

WHAT WAS OUR JOB ?

Over a 9 months period, we helped the Excom to explore what was at stake for the company for the next 20 years, clarifying the vision, sharing it with their management team, and developing a strategy for the next 5 years.

WE WERE PARTICULARLY FOCUSED ON :

Getting professionals with a high level of expertise to listen to each other and consider each other’s views Opening-up cooperation that had been weakened between several teams Understanding how the culture of the organisation can be impacted by strong pressure from external stakeholders
LAWFIRM

TESTIMONIAL

You’ve guided our work at a strategic moment for us, the 40 partners of the Parisian office : you were able to make us express our views in depth, and converge to a shared vision.

Managing Partner of the French Office (legal services)

 

WHAT WAS OUR JOB ?

We designed a 2 days “partner retreat”aimed at building the vision for the parisian office,  consistent with both the worldwide vision of the firm and the local stakes of the French market.

WE WERE PARTICULARLY FOCUSED ON :

Getting the partners to go beyond their own practice, and think more globally Building a process that mixes individual thinking, sharing and converging Focussing more on getting them to clarify and align their thinking as a foundation for their cooperation over the long term rather than drafting a list of actions  

EURODECISION

TESTIMONIAL

We had defined a new strategy with our Excom as a response to market signals. We felt our ambition had to be readjusted. It seemed that an important part of our employees had difficulties to understand « why » and « what it meant» . I asked for support from La Boétie Partners to help us re-engage with our teams. With their support, the Excom realised we had misjudged the underlying nature of our change. La Boétie Partners allowed to us to better understand what was really occurring in our market and, more important, helped us spread the message across all teams. Today the new strategy is clear, well shared and begins to work.

Denis Montaut, CEO of Eurodecision (IT services)

 

WHAT WAS OUR JOB ?

Coach the Excom to search root causes of the situation, Support the Excom with a process for cascading the new strategy and reassuring the whole organisation on the meaning of the change. WE WERE PARTICULARLY FOCUSED ON :

We helped the Excom diagnose their situation and share in an appropriate manner with the rest of management. The change was so radical that finding new way of explaining it was critical.

 

TRANSFORMING ORGANISATIONS

 

LISTEN TO WHAT IS LOCKED

BUILD A VIEW OF THE SYSTEM

FOSTER DRIVE

Client cases :

CLARION

TESTIMONIAL

After watching a documentary on happiness at work, we were inspired to revisit some aspects of our organisation including work schedules. This encouraged us to look more profoundly at the whole organisation and called upon La Boétie Partners’ expertise to help us with simplifying hierarchy and empower further our teams. The process of liberating teams from an overbearing organisational structure is not finished yet, but we’re on our way as we have acquired the skills and reflexes needed for that goal.

Gilles Bailly: CEO Clarion France (automotive)

 

WHAT WAS OUR JOB?

To support the Excom in making more appropriate decisions by better connecting with the feedback from their teams To integrate throughout the project the input of every single employee to identify actions that could have real impact WE WERE PARTICULARLY FOCUSED ON:

Equip the Excom with the methodology for managing themselves this process and freeing up the dialogue within teams.
ELIOR

TESTIMONIAL

La Boétie Partners allowed us to take a deep dive at the heart of how our organisation works. They allowed our teams to express themselves and enabled the executives to fully understand those messages, to identify what needed to be changed in the organisation. We used their work to draw a pragmatic action plan and our fresh understanding encouraged us to let our teams to put changes in place by their own.

Thierry Colas : Operation VP Scholar France Elior (catering)

 

WHAT WAS OUR JOB?

Help a working group representing operational teams to analyse comprehensively the situation both from an individual point of view and from an organisational one Process the meetings of the working group and highlight all the good reasons of the actual situation Help operational teams build and recommend the first step of for a “change” process Develop and run a company-wide study to probe the suitability of the recommendations Organise a debriefing workshop with the executive team to fully comprehend the data and themes emerging from the study WE WERE PARTICULARLY FOCUSED ON:

Process meetings and analysis that reinforces each member’s capability and bring about a stronger diagnose at the same time Build a bridge between EXCO and the operations to facilitate mutual understanding  

LEADERSHIP DEVELOPMENT

 

LOOK OUTSIDE

WORK INSIDE

SUSTAIN THE CULTURE WITH RITUALS

Client cases :

AIR FRANCE KLM

TESTIMONIAL

Reinforcing our future leadership is a key priority for the success of our on-going transformation. La Boétie Partners have enabled us to design a programme which not only addressed this goal but their work generated useful data enabling us to have a deeper understanding of the implications of the change in our organisation.

Frank Legré, SVP Africa, Commercial Division, AirFrance KLM (airline)

 

WHAT WAS OUR JOB ?

To design a leadership development journey over 6 months in order to grow new leadership practices at a personal level but also from an organisational point of view (leadership culture). The programme integrated frequent dialogue with senior leadership to reinforce the young leaders’ role as agent of change but also to provide senior leadership with a unique insight into the level of engagement of the next generation.

WE WERE PARTICULARLY FOCUSED ON :

Reflecting on and practicing “leadership without authority” which is increasing common in highly networked organisation

 

AUCHAN

WHAT WAS OUR JOB ?

Auchan (retail) was going through a transformation aimed at refocussing the whole organisation on client satisfaction, giving more autonomy to employees directly in contact with the consumers, and, therefore, putting more agility in the whole decision and supply chain.

To support this transformation, we were asked to enable the development of leadership practices for the executive teams of the retail stores and central functions, moving away from a top-down style of management to one based on trust, initiative and boldness.

This 2 years long project, allowed us to gather precious information from the operational ground and provided fresh perspective to the leadership team on the state of transformation and its challenges. This lead to providing direct support the leadership team to reinforce the global change efforts.

WE WERE PARTICULARLY FOCUSED ON :

Provide inspiration through case studies on organisations facing major disruption Blend personal reflexion on one’s leadership style with practical behavioural implications Support the leadership team better understand what were the barriers to the transformation being implemented
EUROP ASSISTANCE

TESTIMONIAL

You have helped us from March to June 2016 in working on aligning across our teams. I appreciated your adaptability, your sense of the collective dynamics, your ability to activate the right person to deliver the right message, whether it was you, our CIO or myself.

Pascal Baumgarten, COO of Europ Assistance (financial services)

 

WHAT WAS OUR JOB ?

We helped the IT department align the way it runs projects to the new strategy of the company. For that we designed a series of training sessions during which we balance classic training, personal development and department wide discussions to build the new way of managing project.

WE WERE PARTICULARLY FOCUSED ON:

Make the right person deliver the right message in order to clarify roles and communication channels around project management: – the COO focussed on explaining the WHY of the new way of working, – CIO presented the new “basics” of in-house project management, – the team of project managers shared their day-to-day difficulties, – we highlighted the “soft” dimension of the change pursued (sociological analysis, strengthened project manager assertivity, how to handle difficult executives…)? Facilitate discussions sessions to allow the whole department to “modelise” the new way of running projects : based on a sociological analysis of the project managers we helped the team solve the majors pressure points of a classic project journey. Help executives tune their contribution to the culture change

 

APPROACH

We share a common tool box and methodologies for our work, find out more:

Three working principles

F.A.S.T.

Barometer

TALENTS

In any team, members continuously face a tension between independence and shared commitment.

That is why we are organised as a cooperative to allow each of us to express our entrepreneurial drive.

We therefore heavily invest in regulating the relationships among us, just as we do with our clients.

BENJAMIN GRATTON

CATALYSES COLLECTIVE COMMITMENT

More about Benjamin …

FRÉDÉRIC HAUMONTÉ

BRINGS OUT THE UNSAID

More about Frédéric …

JEAN-GABRIEL KERN

RECONNECTS WITH THE FOUNDATIONS

More about Jean-Gabriel …

EMMANUEL MAS

DECODES COMPLEX ORGANISATIONS

More about Emmanuel …

ESTELLE SBINNE

ADJUSTS THE MANAGERIAL POSTURE

More about Estelle …

ELEONOR SIMIU

REINFORCES STRATEGIC THINKING

More about Eleonor …

THIBAULT VIGNES

GENERATES ENERGY IN TEAMS

More about Thibault …

 

FUEL

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