Howard Partners, a portfolio of expertise in response to major business issues.
Our positioning as a partner in the transformation of organizations teaches us that the most successful players shape their operational model and engage their forward-looking thinking around 16 differentiating axes.


Matching talents with your strategy

Mobilize HUMANS to federate a group around corporate ambitions.

In recent decades, economic and social fabric has undergone significant changes. On the other hand, the role of the company has changed but little. At a time when individuals are looking for meaning and autonomy, companies can no longer rely on their profitability alone to exist.

While the production of increasingly affordable goods and services aims at improving the standard of living perceived by consumers, any malaise they might feel due to how such products are manufactured and distributed, must not detract markedly from the pleasure they derive from them.

This stalemate can be illustrated by increasingly significant market findings, showing:

  • Organizational models contrary to individual aspirations and, often, to corporate needs,
  • Failure to structure upgrading of collaborators’ skills, in order to adapt them to changes in corporate missions, and failure to take into account the emergence of a legitimate demand for professional fulfillment,
  • Financial balances unfavorable to the release of energies.

Both the company and individuals must shake off these shackles, only too often implanted and reinforced by years of crisis, in order to bring the company back to the service of the men and women working for it, by prioritizing their immediate environment in an ethical manner and, more still, by developing a culture of responsibility and autonomy.

Howard Partners seeks to rematch human organizations and talents with corporate vision, in order to instil new meaning and a collective momentum, building on the mobilization and valorization of human capital.

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Setting in motion of organizations

The strength of a transformation relies on the ability to generate collective energy.

In a context of transformation of society, with the emergence of new technologies and profound social and societal aspirations, companies have undertaken many strategic initiatives aimed not only at transforming or reinventing their economic models but also at adapting their organization and changing managerial culture. However, such projects, often launched in an erratic manner, quickly lose impetus and struggle to achieve their goals. In short, companies might have mistaken precipitation for agility.

However, a transformation, far more than just the achievement of a goal, is part of an ongoing adaptation process that must allow for timeline issues, the actual target, the complexity, governance and culture of the company. Transformations are particularly effective when they are based on the mobilization of collaborators, who manage to strike just the right cultural balance between broad-mindedness and a feeling of corporate belonging.

At Howard Partners, we support you in the definition of a vision, which is the first vital step towards setting the company in motion. This vision not only integrates corporate values and culture but also corporate organization and business. We can then help you find the right pace for this transformation through a journey to achieve this vision. Last but not least, we will help you set up a steering setup to support your actions and communicate inside and outside your company to adapt this setup constantly.

Our goal is never to be simplistic (this applies to marketing messages, values and vision, agile organizations and innovation, etc.).

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Putting difficult projects back on track

Repositioning and managing a struggling project is a brave decision.

Very many projects have problems finding a successful outcome. There are multiple reasons for this:

  • Training in the new Agile methodologies is not always efficient or adapted to the populations concerned,
  • Control of transformation issues that does not enable achievement of all target goals due to lack of reflection and, consequently, of a holistic vision as to the long-term constraints this implies for the company, etc.
  • Failure to take account of corporate culture in the project.

This situation, which can absolutely be compared with previous periods of major upheavals, impacts very concretely today:

  • The productivity of organizations,
  • Management’s confidence in its ability to achieve the transformation outcome it has set itself,
  • And, by a rebound effect, to give “meaning” to collaborators as a whole.

Our know-how and experience of major transformation projects in a variety of sectors, operations, functions and contexts allow us to give back this vision and control to management and, consequently, all the capacities required to engage collaborators in their achievements.

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Decision-making support

All decision-making presents, by its very nature, varying levels of complexity, as well as prior methodical management of collective thinking.

Decisions, i.e. choosing a solution by comparing a number of possibilities, can be categorized according to their impacts (as per the Ansoff matrix) but also according to their degree of complexity.

We can thus count several types of decision:

  • Strategic decisions, taken by Senior Management. Concerning general orientations, these decisions have long-term implications and commit the company’s future. They pose a high risk due to the uncertainties, instability and rapid changes that they generate (launching new products, discontinuance of an activity, merger with another company, etc.).
  • Tactical decisions, taken by Middle Management. These decisions impact the medium-term and have significant consequences. The risk is medium-level due to the barely perceptible cause-effect relationship and to multiple solutions (launching an advertising campaign, purchasing production equipment, recruiting a senior executive, etc.).
  • Operational decisions, also taken by Middle Management. These decisions are limited in scope and entail a minor risk due to a stable context and the foreseeable resulting changes (purchasing office supplies, organization of working hours, etc.).

While companies have taken the necessary measures to treat, in an increasingly industrial manner, operational and, even in some cases, tactical decisions, the ever faster pace of economic, social and societal events requires greater consideration of external factors in the decisions that they must make.

In today’s society, setting up a governance able to methodically identify, in a holistic manner, all the decisions companies must make and avoiding the pitfalls linked to decision-making as such, are the issues companies must address if they are to survive.

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