Human Excellence

Every time we enter a new company and ask people if they are ready to improve their processes and make a change that will lead to greater well-being, everyone says yes.

Who would say no? The intentions are always positive, but when faced with Continuous Improvement processes, all the natural fears and resistance to change that each of us has consolidated over the years take over.

Human Excellence aims to increase the quality of working life in order to reach a level of Excellence in behaviour necessary to achieve the company’s objectives and to support the path of Continuous Improvement.

The integrated approach

Thanks to our valuable experience and close collaboration between our experts, we have developed a method of intervention that can improve both the human component and the technical and digital component. People with their ideas, emotions and interactions are in fact at the center of every business process and constitute the most important part of it.

From this comes the importance of progressively intervening on people, to support even more the improvement of processes.

Transmitting this philosophy to our customers is a mission for us, because only an integrated approach can guarantee long-term results and make Continuous Improvement become part of the company culture.

Goals

Human Excellence allows, together with the interventions of Process and Digital Excellence, to achieve the desired results and improve performance as:

• the reduction of waste of time thanks to a streamlined communication
• turn-over reduction
• increasing the motivation of the actors involved in the continuous improvement program
• the application and extension of Lean Thinking to other areas of work

We have experienced at the forefront the change of people and companies that have shown themselves ready to welcome the “new” and to improve their daily actions.

Methodologies and tools

The first step is based on Listening and Survey: we use the methods of Assessment, with questionnaires, semi-structured interviews, and Coaching, to bring out strengths to be reinforced and improvement points to be enhanced.

The second step is that of Analysis. After we have collected data on the situation in the company, we identify the priority strengths and measure the perceived level of resistance, intervening on internal communication, collaboration and company dynamics that may or may not facilitate Continuous Improvement.

The third step is to develop and implement an Action Plan to promote the culture of Continuous Improvement in the company: this allows to build a solid base of Change Maker, working individually, in team and, finally, at the level of company culture.

The transformation starts from the individual and then widens within the organizational culture.

What tools do we use?

• Otto Sharmer’s Theory U that we have revisited for the cultural context in which we live today
• The mapping of collaboration and internal communication between the different company functions
• The basics of Coaching communication
• Individual and team coaching
• Tactical empathy and team confrontation management techniques