balthazar.org
Collective high points | Balthazar
http://balthazar.org/rubrique/notre-comment/lexpertise-des-ateliers/les-temps-forts/95
Development of managers and their teams. Collective efficiency of management bodies. Collective high points…. Based on the key indicators of human dynamics(executive, regulation, energy) to create. Become aware, teach and define a direction. Do together, share and build relationships. Make people join, create the energy, increase commitment, mobilize and motivate.
balthazar.org
The issues | Balthazar
http://balthazar.org/rubrique/notre-comment/la-methode-balthazar/les-enjeux/948
Development of managers and their teams. Collective efficiency of management bodies. La Méthode Balthazar permet de se concentrer sur son essentiel. The Balthazar method helps to focus on its essential to excel and. See bigger, to jump higher (be creative)… to be coherent. To appropriate to reinvent yourself to see things differently be disruptive. To create change to federate…to create desire.
balthazar.org
Our origins | Balthazar
http://balthazar.org/rubrique/notre-pourquoi/notre-histoire/nos-origines/310
Development of managers and their teams. Collective efficiency of management bodies. In 2000, the startup incubator Republic Alley is founded by 3 consultants from Bossard. In 2003, they set up the company Balthazar. And offer their managerial innovation to companies. Later, Balthazar has proved it worth assisting over 200 clients. In 2014, Balthazar is still innovating with the launching of Zalthabar.
balthazar.org
AN ONGOING EVOLVING AND COMPLEX SYSTEM | Balthazar
http://balthazar.org/rubrique/notre-pourquoi/notre-raison-d-etre/un-systeme-vivant-et-complexe/124
Development of managers and their teams. Collective efficiency of management bodies. AN ONGOING EVOLVING AND COMPLEX SYSTEM. A FIRM IS A DYNAMIC AN ONGOING EVOLVING AND COMPLEX. SYSTEM. ITS STAND OUT BY ITS VALUES, ITS HISTORY AND RITES. IN ORDER TO BE LONG-TERM EFFICIENT THE COMPANY MUST RELY ON WHATS MAKE ITS UNIQUE TO MOBILIZE THE ENERGIES OF SHAREHOLDERS, MANAGERS,EMPLOYEE, PARTNERS AND CLIENTS.
balthazar.org
The tools | Balthazar
http://balthazar.org/rubrique/notre-comment/linnovation/les-outils/99
Development of managers and their teams. Collective efficiency of management bodies. Balthazar invests 10% of its turnover in research and development. Research and development consists in transforming the most recent contributions of neurosciences. And social sciences into concrete and usable tools. Tools serving the success.
balthazar.org
Focus on what doesn’t change | Balthazar
http://balthazar.org/rubrique/notre-pourquoi/nos-convictions/sinteresser-a-ce-qui-ne-change-pas/178
Development of managers and their teams. Collective efficiency of management bodies. Focus on what doesn't change. When tackling the subjects of transformation and innovation, people usually start with the things that go wrong. In fact, the key of improvement is to focus on what doesn’t change. In order to build on its constant variables. That will make today’s and tomorrow’s success.
balthazar.org
Our client’s questions | Balthazar
http://balthazar.org/rubrique/notre-quoi/la-securisation-des-transformations/les-questions-de-nos-clients/374
Development of managers and their teams. Collective efficiency of management bodies. Our client’s questions. I’ve already tried the usual methods of change. What are the other ways of securing the deep change I am trying to implement? How can I successfully implement the new culture in my project? Even when I explain things, expected results come out slowly Resistance to change is too strong. How can I move on?
balthazar.org
Our client’s questions | Balthazar
http://balthazar.org/rubrique/notre-quoi/la-coherence-et-lappropriation-strategique/les-questions-de-nos-clients/350
Development of managers and their teams. Collective efficiency of management bodies. Our client’s questions. How do I differenciate my company from my competitors, so as to have more leeway? I cut costs, how do I recreate value? How do my employees appropriate the new company’s directions? How can I gain efficiency while sticking to my beliefs?
balthazar.org
Les associés | Balthazar
http://balthazar.org/rubrique/notre-comment/lequipe/les-associes/101
ESSEC, Jean-Noël a été 10 ans consultant chez Bossard Consultants et Gemini Consulting. Passionné par l’engagement humain et les innovations, Jean-Noël est co-fondateur et administrateur de Republic Alley, incubateur d’entreprises innovantes. Directeur Général, Jean-Noël développe plus particulièrement au sein de Balthazar nos démarches d’accompagnement au changement. HEC, Charles a été 12 ans consultant chez Bossard Consultants et Gemini Consulting. Il a dirigé pendant 4 ans la Division Santé chez Elis.
SOCIAL ENGAGEMENT