What if sustainable performance could not be decreed, but rather rooted in action on the ground?
A highly decentralized organization (400 local managers, 3,500 technicians, 3 million interventions/year) faced a major challenge in terms of operational and financial performance:
- Under the constraint of a mature market under pressure: declining volumes, increased competition, shrinking contractual margins.
- A strong requirement for short-term results: €5 million in recurring savings to be achieved in one year, via +15 % in productivity.
Support in place
The approach was structured in three stages to punctuate the transformation, with a common thread: start from the ground up to identify, activate and sustain performance.
Boots on the ground“ diagnostics identified concrete productivity levers, enabling us to build a detailed business case (gains and costs of freed-up hours reinvested to generate an EBIT impact, etc.) and steering indicators.
Weekly indicators were shared with the teams, along with short, effective steering rituals. The aim: to create a collective dynamic, based on accessible, actionable data.
In-house coaches were trained to anchor the culture of excellence. Each region has adapted the levers to its local maturity, ensuring that the transformation is firmly rooted and genuinely owned.
The results
And tomorrow?
And what if performance anchored in the long term could also integrate and measure the «sustainable» dimension? Less resources consumed, more collective efficiency, more meaning. True systemic performance in the sense of the triple bottom line (People, Planet, Profit) proposed by John Elkington in 1994, which is still struggling to take shape in 2025.
