Building trust, shaping the future

“Why do I want to get up and go to work this morning?”; “What am I going to have to do to ensure my employer appreciates my work?”

You won’t find the answers to these questions in any employment contract.

And yet, the employees of a company must be able to answer these questions if they are to feel valued, be motivated from day to day and feel that they are a part of the company’s strategy and involved in reaching their objectives. Employees are constantly exchanging their expectations with those of the company they work for. We call these exchanges, which form a central pillar of the employees’ commitment, the Contrat Invisible® (Invisible Contract). 

Most transformations will clash with the Contrat Invisible®, resulting in manifestations of significant obstacles or rejection. Mergers are certainly the best examples of this phenomenon: the Contrats Invisibles® of merged companies are rarely miscible.

The way to ensure the success of a transformation is to rely on intelligence and lucidity and make the Contrat Invisible® partially visible.


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