Our job: helping executives succeed in the collective dimension of their role. We are called upon by executives to address collective issues that concern their immediate team (executive committee), a […]
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Who are we ?
Our Purpose
Our purpose: game-changing conversations. We support managers and their teams in high-stake moments. We prepare and facilitate conversations to build cohesion, alignment, appropriation, movement, skills and cooperation. These conversations help participants to better comprehend the context and the stakes for the company, for them, for their teams.
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Operating model
A model designed to support leaders Since La Boetie was founded in 2015, we have gradually developed a model that enables each of us to better support leaders and their […]
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Values
Listening to our customers, the consultants we train, reflecting on what guides our ways of being and acting, we have identified three values. Excellent : because we love a job well […]
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Spaces
As soon as La Boetie Partners was founded in 2015, we decided to take on office space (coworking at the time) – not an obvious decision and not an insignificant cost for independent consultants. We felt that having a place to meet and receive our customers was essential.
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Etienne de La Boetie and us
Etienne de La Boétie (1530-1563) was a French humanist writer, poet and jurist best known for two things: his famous friendship with Michel de Montaigne (“Because it was him, because […]
Lire l'articlePractices
Vision Visioning Visionary
Build a shared vision
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Shared Diagnosis
Carry out diagnostics that are understood and accepted in order to break out of deadlock situations
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Seminar design
Design and facilitate useful and daring seminars, for 10, 30, 100, … 1000 participants
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Collective Intelligence
Think and act together, effectively
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Leadership development
Tools to help leaders address their issues more efficiently and smoothly
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Collaborative Strategy
Build a robust strategy
as a team
Mobilize
Major mobilizing events
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Defining the ambition and strategy together as an executive team
Nor-Feed is a biotech company that develops and manufactures plant-based additives for livestock—natural alternatives to antibiotics and synthetic products. In 2024, Nor-Feed is in an exciting moment: strengthening the stake […]
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Helping operational directors structure their strategic projects
Jean-Gabriel Kern explains how, as part of a training program, he helped managers better structure and present their projects, using our strategic framework. The objective: to combine structure, analysis, and […]
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Building engagement in a multicultural project
A 70 people team is responsible for a €4 billion industrial project over five years. It’s a colossal, highly demanding and high-pressure project that requires strong alignment and cohesion. It’s […]
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Ferrero France: Shared Vision with the Executive Commitee
Ferrero is an Italian confectionery company, known for its flagship products Nutella, Kinder, Ferrero Rocher … The CEO of the French subsidiary Nicolas Neykov talks about the triggers for the […]
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Empower to mobilize
PLG CEO Paul Alban Riché approached us in January 2023: “We want to grow from 300 to 500 million euros in sales in 5 years. Everything points in the right […]
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Finzzle Groupe: a 3000-person conversation to take ownership of the ambition
Xavier Chausson, Founding Chairman of Finzzle Groupe, and Philippe Lauzeral, Managing Director, recount trecount the process through which the 2030 ambition was adopted by the Finzzle consultant network in September […]
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Defining the company’s values
CEO Fabien Bardinet testifies on the uncovering of values in this wildly successful company. Ten years after the company was founded, this clarification work appeared fundamental to preserving the company’s […]
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Groupama: sharing the company’s purpose
Sylvain Burel, Group Communications Director testifies on the transmission of the Raison d’Etre, and on the welcome received by employees and elected representatives of member-policyholders. Groupama’s ” Vision ” process involved, depending […]
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M-Extend: Purpose and Ambition
Chairman Loïc Mailleux talks about the work carried out on formulating the Raison d’Etre and developing the Ambition, in particular the reconnection with the Group’s roots and the prospects that […]
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Ceetrus (ex Immochan): Build a Shared Vision involving 900 employees
CEO Benoît Lheureux recounts the Vision process carried out at the time of the legal separation of real estate activities. It was a collective process on a very large scale: […]
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Artificial Intelligence supporting a shared diagnosis
Artificial intelligence is all the rage, isn’t it? Why not use AI to help managers look at the inner workings of their organizations? Frédéric Haumonté and Emmanuel Mas explain how […]
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Crisis meeting : Two and a half hours to agree on a negotiation strategy
This case study is presented by Emmanuel Mas, who carried out the assignment. After four years of hard work, the two founders of a start-up have succeeded in demonstrating the […]
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Converging on realistic objectives and roadmap?
Roadmap-building seminar: “How to converge on realistic goals and a roadmap?” This feedback is presented by Jean-Gabriel Kern, partner at La Boétie Partners, who carried out the assignment “An international […]
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Shared Vision for a logistic leader
Pascal Girardet, CEO, testifies on the work done to uncover the Vision tryptic. He explains how fundamentally important this work was in a context of strong company growth, organizational structuring […]
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Grand reunion event after Covid
450 people, a structure created just before COVID by merging several entities, and whose members have never met: these were the ingredients of this one-day “grand reunion” seminar placed under […]
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CNM: Creating a common culture
Making a success of the first milestone in a merger is crucial, as it sets the “tone” for the first few months: what do employees who are meeting for the […]
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ENGIE GEM: Engaging seminar for 900 people
The GEM all: a 2-day seminar with all employees (900 people) to celebrate successes, take stock of the transformation, and develop a sense of belonging. With a special feature: this […]
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Eqiom: Shared Vision, from the Comex seminar to the framework agreement
The CEO, Roberto Huet, recounts the key moments of this visioning process (from the Comex seminar in August 2016 to the managers’ convention in June 2019) and the impact on […]
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Association Monsieur Vincent, non-profit and charitable association (25 EHPAD)
General Manager Bertrand Decoux talks about the work carried out on the raison d’être and 15-year ambitions, at a time when the association is facing a sharp drop in resources […]
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Untangling the skein of the new governance of a family group
In family groups, several dimensions intermingle for better or sometimes worse. Any change in governance is a delicate moment. The Shared Diagnosis made it easier to set up the group’s […]
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But why are so many of them leaving?
The assignment, carried out for a large national association, consisted of answering the question:“after 2-3 years employees leave the company, what are the reasons for this excessive turnover? “
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Overcoming persistent dysfunctions
The fifty-strong department had been going through a period of inter- and intra-team difficulties for several years. Despite internal and external interventions (work psychologist, consultants…), the situation was not improving. […]
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Remote training “Develop your leadership as a project manager”
This feedback is presented by Frédéric Haumonté, who carried out the training for an international group employing 6800 people, one of the world leaders in original equipment for the automotive […]
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Shared diagnosis on the functioning of a transformation project
This feedback is presented by Thibault Vignes and Frédéric Haumonté, who carried out the assignment. This company wanted to reorganize the governance of its transformation project, which had major shortcomings. […]
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How to relaunch a strategic project?
Comex exploration workshop on a complex question: “How do we relaunch our strategic project?” This feedback is presented by Thibault Vignes, who carried out the assignment: “In mid-February 2020, the […]
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Shared diagnosis after a hard strike
When an organization goes through a “hard” strike it leaves traces. When the players no longer “talk to each other” following a traumatic event, bringing them together is no easy […]
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Biotech: two-day strategic seminar
The CEO of a plant biotechnology company testifies on the two-day strategy seminar we designed and led. Among the highlights : Among the key success factors of this strategy seminar : visual […]
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Getting a project back on track
“How’s the project …” “It normally screws up” This overheard dialogue sums up a project’s situation: it’s normal for a project not to work as planned, even if it’s confusing. […]
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Atlantic Group: learning from each other
Xavier de Cuverville recounts the “Speakers corners” sequence at Group Atlantic’s 200-strong executive seminar in September 2021. He explains the motivations that led to the choice of this participative modality, […]
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Daron Group: development of the Shared Vision with executives and shareholders
The Daron Group is a Franco-African family-owned ship provisioning and supply chain company. CEO Thibaud Daron discusses the elaboration of the group’s raison d’être, values and ambitions, against a backdrop […]
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LK Group: Shared Vision
The LK Group is a coach operator based in Colmar. Chairman Daniel Kunegel talks about the work carried out on the vision, the work in progress on the group’s ambition […]
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Help decide on relevant and truly shared actions
How can we help decide on relevant and truly shared actions? In the associative world more than anywhere else, it’s necessary to gather the support of many to make a […]
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Clarify how it works between departments
In all companies, reorganization is a ritual practice, for which a Shared Diagnosis proves very useful and saves a lot of time. This Feedback Report details an organizational change in […]
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Annual management seminar “Sit down after weeks of crisis to re-mobilize”.
This feedback is presented by Jean-Gabriel Kern and Stéphanie Baumann, who carried out the assignment. “At the beginning of May, our customer was preparing to cancel the seminar it organizes […]
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Public structure
In this REX, Ronan Broussier will tell us about the mission he carried out for over a year, with LBP, for a CAC40 client. 3 hybrid events from 100 to […]
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Wargame: prepare for a market reversal
After years of good times, a consumer goods company is preparing for a contraction in its flagship market. When demand weakens, retailers downsize their shelves, and there’s only one player […]
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Financial services: building the Comex collective to support the strategic plan
September 2023, a 2-hour flight from Paris, the COMEX meets for the first time since the recent merger, with a major challenge at stake: building a strong, cohesive, supportive collective, […]
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Mining operator: giving ourselves the means to succeed in our challenges
A 1.5-day seminar for the core team (15 people) of this Bouygues construction entity. The challenge: to get a team to work together, a team that no longer gets along, […]
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Build the strategic roadmap
For the head of this fast-growing company, the diagnosis and strategy outlines are clear. Her objective: to give more substance to the strategic axes, and above all, for the Codir […]
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Mobilize a new managerial circle
November 2023, the 3rd managerial circle meets for the first time with a major challenge: to initiate the mobilization of this new collective with a newly-arrived boss. 50 people, one […]
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Eléphant Bleu, Vision and Strategy development
” Getting to grips with our business model, taking a lucid look at the situation has enabled us to perform an interesting technical check-up before launching ourselves full speed ahead on […]
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BUILDING A VISION: TOOLS AND BENCHMARKS TO SET YOUR COMPANY’S COURSE
We share our experience in supporting shared vision initiatives in our book published in September 2021 by Diateino.
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DESIGNING AND FACILITATING A SEMINAR: USEFUL AND BOLD COLLECTIVE MOMENTS FOR 10…30…100…1000 PEOPLE
We share our approach to seminar design / facilitation in our book “Concevoir et animer un séminaire” , published in June 2020 by Eyrolles. You’ll find a complete method that offers […]
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Looking for the real reasons
In organizational transformations, resistance inevitably arises. Often we interpret resistance as personal reactions, whereas experience shows that people have “good reasons” for reacting this way. Unfortunately, the human reflex is […]
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Remote facilitation: robust and proven practices
October 1, 2020 saw the release of our book co-written by 27 practitioners following the upheaval experienced in our animation practices. This book is surprisingly still relevant today, as this […]
Lire l'articlePublications
- Fuel
Shared vision: a soufflé that falls flat ?
By Jean-Gabriel With a few months’ hindsight, managers are unanimous about the impact of vision work. But, in the long term, does the vision have an effect on their company’s […]
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- Fuel
Navigating delicate moments
By Elizabeth Denecheau Throughout our lives, we go through a multitude of delicate passages. What’s special about them is that they are moments of questioning and insecurity, when we feel […]
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- Uncategorized
Empower to mobilize
By Thibault Vignes Mobilizing 400 rather dubious employees around a very lofty 5-year ambition – that’s the challenge! Commitment is, in a way, the Holy Grail of our times: managers […]
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- Uncategorized
Strategy, a team sport ?
By Eléonor Simiu How is strategy made: the preserve of specialists or a confrontation of viewpoints? Analysis and interviews, or intuition and creativity? Gurus, miracle methods, common sense on the […]
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- Fuel
Leaders, who can you rely on in the storm ?
By Frédéric Haumonté When a company is under intense pressure from its environment and has to undergo a profound transformation, and when the manager himself is under severe pressure, what […]
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- Fuel
Family business and Vision : from legacy to sustainability
Par Jean-Gabriel Kern Les entreprises familiales sont réputées avoir un rapport apaisé au temps long , avec des actionnaires plus patients et moins exigeants en termes de rentabilité. J’ai cependant […]
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- Fuel
Unblocking your transformation project : open letter to a boss
By Emmanuel Mas It’s not grand theories that get a transformation program back on track, but concrete answers to the real questions leaders are asking. Translation in progress Ma chère […]
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- Fuel
Merging teams : four keys to a successful debut
by Thibault Vignes Making a success of the first key stage in a merger is crucial, as it sets the tone for the first few months: what do employees need […]
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- Fuel
- Uncategorized
Rally the silent majority: from participatory democracy to citizen conversations
by Eleonor Simiu How do you encourage dialogue with a city’s citizens, beyond the small circle of regulars who attend public meetings? Based on Ville d’Avray’s experience, we have identified […]
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- Fuel
Leadership through crises : a time for boldness
By Frédéric Haumonté et Estelle Sbinné. For over two months now, we have been faced with an unprecedented situation. Covid19 has left an indelible mark on our minds, upending the […]
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- Fuel
Management alignment, mission impossible?
By Jean-Gabriel Kern I’ve been yo-yoing for over ten years within organizations. Sometimes closer to the top, sometimes closer to the bottom. Almost everywhere, I’ve been confronted with the same […]
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- Fuel
Smart Co
By Benjamin Gratton When we coach teams, we are increasingly asked to initiate and lead discussions, to act as conductors of collective reflection, to propose co-construction processes, to facilitate times […]
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- Fuel
The courage of alignment
Souvent nos clients nous sollicitent pour augmenter l’alignement de leurs équipes. Afin d’élaborer une vision, de définir une nouvelle stratégie ou de conduire une transformation, ils ont besoin d’alignement.
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- Fuel
Back to DNA : To build the future, reconnect with the past
By Thibault Vignes These days, “building for the future” often means “transforming”. Change injunctions come from all sides, in many forms. Management is in turmoil, one reorganization follows another, and […]
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- Fuel
How to deal with unspoken issues?
Tout non-dit est-il bon à dire ? Il semble tellement évident qu’expliciter les non-dits est une pratique vertueuse dans l’art de générer de bonnes conversations, que se poser la question semble vain. Et pourtant cela n’est pas aussi simple qu’il y paraît….
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- Fuel
Everyone driving game-changing conversations
Les dirigeants appellent de leurs vœux ces « conversations qui changent la donne » dans des contextes à fort enjeu : transformation, vision partagée, réorganisation notamment.
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- Fuel
Bosses for game-changing conversations
Les dirigeants que nous accompagnons nous confient souvent qu’ils aspirent à davantage de bonnes conversations avec leurs équipes. Cet article est écrit pour eux.
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- Fuel
Lost with words
In 1973, a United Airlines plane about to land in
Portland was having problems with lowering its
landing gear…
- Fuel
The mystery of game-changing conversations
I struggle to explain the expression Game-Changing Conversations in simple terms. An embarrassing difficulty, given that it’s our raison d’être at La Boétie Partners! Yet these Game-Changing Conversations remain mysterious. […]
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Network of Practice
Members
The Network of Practice is made up of 27 active members, all experts in supporting groups and teams.
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Network of Practice Days
Every year, the Network of Practice Days (JRM, Journées du Réseau Métier) bring together members of the Network of Practice, and are also open to all consultants and coaches who […]
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