Our service offering
Change Angels works across the three human levers with the greatest impact on performance — through consulting, coaching, and training.
Leadership and management
–Format : Individual, team, or group-based support (e.g., leadership communities, top 100 leaders, etc.)
– Contenu : Designing leadership models; developing leadership and managerial capabilities; clarifying roles and priorities; supporting onboarding and career transitions; strengthening team dynamics
Change
–Change management : Advisory and hands-on operational support across all stages of transformation
– Change leadership : Supporting executive teams and the broader leadership line
Culture and engagement
–Building a culture For a start-up or a newly created entity (post carve-out or spin-off), building a culture means defining its unique identity, differentiating it in the market, and creating shared internal and external standards aligned with the brand and value proposition
–Shaping a culture une culture pour soutenir Evolving culture to support an ambition, a strategy, a repositioning, post-merger integration, or international expansion
–Aligning culture : Ensuring alignment between culture and key processes (e.g., performance management, recognition, sales, customer experience), governance, and leadership model
Our fundamentals
Change creates opportunities
Complexity, difficulty in succeeding, fear of disappointing or of having to “grapple” with teams that have lost their bearings — this is often how transformation is approached. At Change Angels, we also focus on the opportunities that can be created.
Change is a skill that can be learned — we call it change-ability.
Change puts the organization under tension; it puts its robustness and agility to the test; it reveals leadership and talent. In short, it is a learning curve.
A transformation is a decision and a commitment
To succeed, change must be chosen, owned, and driven with relentless commitment.
Our beliefs about successful transformations
Transformation success rates CAN improve.*
This is our mission and our promise. To achieve this: accept that — more than strategy or processes — the human factor is fundamental; understand how to turn it into a lever; and activate it with both rigor and respect.
Leaders are THE key to successful transformations
We talk about engaging employees, mobilizing managers, training and communicating, preparing strategy and execution simultaneously, setting up PMOs, etc. TRUE. But not enough. The impact of leaders’ behaviours, the alignment of the leadership team, its sustained commitment, its clarity on priorities and role during transformation, its ability to work in synergy and trust… everything starts from this circle and cascades throughout the organization — both the best and the worst.
A transformation cannot be won alone.
The goal is for it to be adopted and to deliver real impact. Betting on COLLECTIVE intelligence — at the right time and on the right topics — always pays off. The opposite comes at a high cost in time, money, and energy. CO (co-design, co-production, co-operation) is at the heart of our approach.
* (20-25% for over 20 years)
Change management
-Align on the ambition the transformation is meant to serve, define the objectives to be achieved and the scope in focus.
-Invest time to thoroughly prepare the transformation: préparation précise du projet strategy, roadmap, governance, pace, communication, risk and opportunity assessment, engagement of key stakeholders, required resources and capabilities, realistic assessment of change readiness, action plan, key levers, phasing, KPIs, dry run…everything that needs to be clearly framed, as well as what will be shaped through contributions from managers and employees
-Prepare the announcement and the tools to track adoption and progress
-Execute the action plan carefully and consistently, ensuring coordination and setting up feedback loops to continuously adjust along the way piloter au plus près du terrain
-Ensure the change is embedded and sustained over time.
Change leadership
Experience makes it clear: leadership teams are THE key to successful transformations
We operate at two levels:
–On the transformation project: by bringing in method, structure, best practices, and advisory, we enable teams to clarify their ambition and turn it into a transformation project with real chances of success
–On the dynamics of the team leading and managing the transformation: becoming a team; interacting with shareholders; building the trust that enables the sharing of strong individual and collective challenges, especially in times of potential turbulence; aligning around a project that reshapes scopes, ways of working, and priorities. Defining the most effective ways of working; reflecting on how best to embody the change; strengthening the connection with middle management; assigning roles that best match each individual’s strengths.
