Following an important revision of its organisation and of its strategic vision, the international Group Engie wanted to implement a new style of leadership that stimulates autonomy, collaboration, initiative-taking, and innovation.
This intention was translated into a learning journey designed for to the 20,000 managers and executives of the Group, combining face-to-face sessions, digital content, and conferences.
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Personal agility is based on a competence, i.e. the faculty to act appropriately in a complex, unpredictable and ambiguous context. We have modelled personal agility, as to enable you to identify the areas of learning and practices to be developed to grow this competence.
We have co-created with Engie University an innovative approach both in terms of content and teaching methods.
We have explored the theme of agility in a VUCA world, the cultural ingredients of agility (trust, meaning, autonomy, collaboration, innovation) and the posture of the leader.
Pedagogically, learning was focused on peer-to-peer exchanges, challenges and feedback.
In the times of industrial revolution, most workers came from agriculture with low qualifications for the new job at hand; furthermore, the context was relatively controllable by the large corporations.
Today, organizations are operating in an increasingly VUCA (Volatile, Uncertain, Complex and Ambiguous) world with knowledge workers who know their job better than their manager.