To speed up the understanding of new technical standard: a Bancassurance company must circulate targeted practical
information on the evolution of technical standards to a very large number of
employees. Dodeca designs and produces 40 educational videos in Rapid Learning
format (less than 2 minutes) that employees can access directly from their
smartphone or PC.
GAINING IMPACT IN FRONT OF THE STEERING COMMITEE
A global manufacturing company wants to boost the ability of
its project managers to obtain a "go" from a board of
decision-makers. Dodeca designs a blended coaching approach: an upstream
e-learning course to assess oneself and acquire new tools, an intensive
personalized training workshop, in both French and English, and a brief
coaching session to anchor new skills in the long run through peer learning.
An international pharmaceutical research
institute would like its researchers from different countries to work in
project mode in a remote context.
How can these researchers be helped to
cooperate efficiently considering their different cultural approaches of time
management and business relations?
After analyzing the situation online,
Dodeca set up a 2-day tailored seminar, so as to foster the integration of the
different approaches aimed at working in project-mode and yet methodology
promoted by the teams at the corporate office. Many “edutaining” workshops gave
researchers an opportunity to meet and understand their counterparts’ cultural
baggage, as well as their own. Each participant was thus able to feel the
influence of these cultures on the joint management of their project.
The participants were able to
identify the cultural specificities in the way they communicate and in their
perception of time. They grasped their impact in cross-functional cooperation.
The various institutes now share a common project management methodology and
Managing social projects
A manufacturer would like to develop project management competences in
the context of social change for its young executives (organizational change,
investment, closing of a site…) and provide them with training in project management
approaches and tools when dealing with a sensitive context.
How can the specificities of managing
social projects be included in the career development path to becoming a
manager? How can the risks of social conflict be reduced?
The training was based on both “edutaining” and
concrete situations using the participants’ individual projects and adapted to
the values defined by the company. It was followed by half-day small group
workshops aimed at consolidating and further developing what was learned.
In the end the training enabled the participants to develop
interpersonal skills useful in project management. Today they have the keys to reduce
the sources of conflict and manage them when
dealing with labor-related projects.
Piloting cross-functional projects
fast food restaurant chain would like its Construction, Legal, Marketing and
Operations teams to work on restaurant-opening projects in order to improve
cooperation and to better meet deadline.
can people coming from different trades with different cultures, constraints
and pace work together on a joint project?
After a diagnosis of the situation,
Dodeca proposed a project management seminar that integrated the company's
in-house procedures, concerning both organization and relationships. This
seminar brought together people from the various department including Construction,
Legal, Marketing and Operations involved in opening new resaturants. Built around the company's project management framework, the
seminar was adapted to each group based on their real project situations.
the end, the company's project management method was understood and used by
those from the four trades involved in opening restaurants. The participants
were able to analyze their projects and identify the needs and constraints of
each trade. Thanks to this shared approach, most of the current deadlines have been met.
A major IT services company would like its
technical engineers and sales business developers, who must work together, to
share the same approach to project management.
can cross-functional collaborative work be improved thanks a better understanding of individual
behavior and group objectives?
After meeting with
representatives of each population, Dodeca set up a seminar aimed at revisiting
client project management using “edutaining” situations that included all the
key stages of their projects. Each situation made it possible for participants
to experience each other's role. Technical engineers and business developers
thus decoded the other person's point of view and could develop synergies
favorable to the project.
the end, the business developers and account executives worked together more
easily. They understood their colleagues' specificities and constraints. They
used the same language and same method to analyze, design and follow up on
joint projects...which resulted in enhanced performance.
Making agility a daily part of projects
group would like develop agility in project
management on a daily basis. Becoming agile is a real labor innovation
Participants expect something concrete : we’re here to play...indeed seriously.
How can agility be fostered on a daily
basis? How can situations be regarded
systemically? How can project managers adopt a strategy and coaching oriented
attitude with their teams? How can tension caused by constant changes be
identified and reduced?
Based on the client’s issues, Dodeca jointly set up a series of “edutaining”
and innovating workshops with unlearning and learning phases. Games provided a
terrain for creativity and commitment that brought the participants together in
a very solution-oriented collective dynamism.
Each workshop’s three stages helped to create autonomy enabling the
project managers to reuse the acquired knowledge and techniques with their own
- Acknowledgement ;
- Experimentation ;
- Action plans and joint development plans.
At the end of the series of workshops, participants were able to orchestrate
the various innovation phases and adopt an agile ecosystem-building attitude
Driving cross-site projects in a constantly changing context
A major pharmaceutical firm would like its project cross management to
flow smoothly especially cross functions and cross sites.
How can cultural differences be managed and
how can the various professions with their different constraints and interests
work together in cross management? How can good practices be shared?
Dodeca provided a 3-day training session that the participants prepared
in advance using an online questionnaire : each project manager gathered the
feedback from his/her interlocutor in the framework of the project. The seminar was organized around “edutaining” activities that got the
participants to live and share good practices as well as get through the cross-operating
traps. The participants gradually learned to position themselves as “Problem
Solvers” and to adapt their behavior to favor team cohesion and performance. The third day of training, organized in workshops around the theme
“Resolving Equations in an Ever Changing World”, fostered implementation in the
the end of the session, the participants strengthened their attitude and
behavior, as well as their communication tools and methods in order to interact
in a constantly changing and complex system
Dodeca | 12, rue de Milan - 75009 Paris | +33 (0)1 43 71 19 69 | email@example.com |Legal notices