Aligning culture, mission and talent to support strong growth

Fuel Smart4Engineering's exponential growth, recruit and retain the best talent

Smart4Engineering's CEO and his directors are managing dazzling growth, both internal and external. Such a context calls for structural work on culture, values and buy-in to the group's purpose, but also on decentralising responsibilities and developing autonomy in order to retain talent that is highly sought after on the market. In a business that differentiates itself through its talent, the company's mission and type of governance are at the heart of employees' choices.

A learning expedition for leaders to the largest European tech company that has deployed agility and sociocratic governance at scale allows Smart4Engineering's CEO to exchange with the leader of this transformation.

The NextGen team helped the group's executive committee work on its purpose and values and set up a first “data” league. A community of “champions” was identified and facilitated to define the expectations, contributions and prerequisites of the pioneer league. This movement, both top-down and bottom-up, significantly developed the group's cross-functional dimension, valued the richness of its expertise and optimised market approaches through better replicability of client cases and complementarity of talents to address them.

Whatever their level in the company, everyone has the opportunity to take initiative and contribute to the league. This spark is a change that is both gentle and radical.