Reinvention context

When it comes to reinvention, each company, each change opportunity, each organizational culture and, above all, each type of leadership is undoubtedly unique.

We support leaders in each phase of the transformation process, step by step. Change management is engrained in our DNA in each of our interventions, in any context. To learn more, click on the service you are interested in:

Strategic thinking

All organizational reinventions stem from a vision of the future that’s well thought-out and perfectly articulated. Brio knows how to enhance it with objective data (diagnosis, competitive environment, intelligence and trends) that facilitates internal discussions and collaborative approaches, helps avoid pitfalls, and – above all – encourages stakeholders to adopt your transformative ideas. It’s about giving you all the tools you need to become a flagbearer for your vision.


  • Market potential and competitive analyses
  • Vision, business objectives and strategic focus
  • Business model evolution and value proposition
  • Strategic roadmap
  • Defining governance and authorities (leading your off-site meeting)
  • Alignment and reinforcement of management team cohesion

Diagnosis and organizational design

Within organisations, internal units should always question what they do and how they do it, to make sure they’re always creating value and offering products or services that stay relevant to their clients’ evolving needs and strategic objectives. The resulting work structure and organization can become powerful levers to achieve business objectives.


  • Situational analysis and identification of issues and challenges (structural, cultural, governance, management practices, etc.)
  • Organizational roadmap
  • Organizational design (operations model)
  • Definition and qualification of organizational scenarios
  • Impact analysis and implementation plan

Defining and Implementing Transformations

To turn your strategy into reality, we’ll help you deploy it with a specific implementation plan.


  • Transformation program structuring (integrated and detailed program view, governance structure)
  • Deployment plans
  • Work-project co-ordination and leadership
  • Consultation and execution in the implementation phase
  • Defining indicators for success and achieving benefits

Conducting change

When the time comes to implement change, we’re right by your side, in the trenches. Step by step, we’ll help you evolve from strategy to modelling to getting it done.


  • Success criteria analysis (project team and organizational environment)
  • Stakeholder impact analysis and transition plans
  • Change conduct plan (including communications, training, coaching and post-implementation support)
  • Measuring change preparedness and adoption
  • Internal establishment and evolution of the change management practice
  • Audit, maturity evaluation and development plans
  • Process and toolbox development
  • Change governance within the organization

Operational excellence

Not all reinventions are as far-reaching. Some consist in a series of interventions and adjustments aimed at improving efficiencies and reducing costs.


  • Continuous improvement and operational excellence
  • Mapping and analysis of business processes
  • Identification of potential optimization solutions
  • Definition and establishment of performance indicators
  • Structuring of operational excellence programs
  • Defining objectives (issues, potential gains, alignment with strategic priorities)
  • Defining program governance

Reinventing leaders

Reinventing a business means reinventing its leaders – you can’t have one without the other. It’s a question of credibility and coherence.


  • Executive coaching: Personalized leadership performance and development
  • Team coaching: Collective performance; team and leader mobilization
  • Group coaching: Individual or group sessions (to maximize performance for first-level managers and HR business partners)
  • Corporate leader reinvention program
  • Change management training workshops for HR managers and professionals
  • Preparatory workshops for Association of Change Management Professionals (ACMP) certification
  • Engaging and energizing conferences dealing with various transformation-related themes

Business Contexts

Mergers and acquisitions

While a merger or acquisition can usher in a new era of growth for a company, it can also come with more than its fair share of headaches.

Processes need to be integrated and optimized. Human resources realigned. Management structures redefined. Knowledge shared. People brought together. Technology integrated. Customers informed and sometimes mollified. Partners and suppliers brought on board. And cultural alignment is far from a trivial matter that gets checked off a list. A merger or acquisition is a journey.

You want the two organizations to begin working together from Day 1 and to gradually become one. You need the right roadmap and the right experienced advisors guiding your actions along the way.


An omni-channel initiative that seamlessly aligns web, mobile and the face-to-face experience is a customer’s dream that can easily become a business’s nightmare. But it doesn’t have to be that way.

Starting with a single, unified vision and a solid roadmap, all the pieces can be designed to fit into place, new digital teams added and existing staff mobilized to embrace this business evolution. Many technological, cultural and organizational hurdles need to be addressed. How do we make sure that our representatives are as well informed as the client? How do we handle transactions that cross the physical to digital divide? How do we compensate our employees? How do we ensure that support is adequate for all clients, through all the channels, after a transaction?

Digital is a brave new world, and it takes a deft hand to help guide you through to the point where the business can embrace the new paradigm and move forward, ever stronger.

Implementing an Integrated Business Solution

While every type of organizational change now requires some level of technological competency, implementing a CRM, an ERP or company-wide technology often requires a very specific and far-reaching skill set.

There are processes and procedures to be reviewed, systems and tools to decommission and an entire organization to prepare for change. While third-party IT suppliers integrate the solution, we prepare the organization and staff so they willingly embrace it and are ready to do business from Day 1. And we work independently from the integrator, with the sole objective of ensuring organization-wide readiness.

Developing a Culture Based on Performance and Customer Experience

Customer experience makes all the difference. In some highly competitive markets, it is the only difference. Reorienting a company to become more customer-centric can involve a major upheaval in the corporate culture.

You need to determine where your organization currently stands. The desired customer experience needs to be defined, expected staff behavior defined and inculcated, structures and processes realigned. Even compensation structures may need to be reviewed. Benchmarks for success also need to be established. Advisors who’ve been there can help you convert theory into hands on action, helping you set the course, lead by example, reinforce the right outcomes and correct any shortcomings, until the shift becomes palpable to each and every one of your customers.