Collective Efficacy

Collective efficacy, essential success factor

The successful implementation of a project is not individual.

It requires cohesion and collective performance. Combining strengths all around your project is vital to develop team spirit and a commitment to outstanding results. It is in this light that P2H serves in strengthening the collective and personal efficiency within your company.

Driving change will be formalized around three major themes which are:

• Dynamism

• Innovation

• Commitment

P2H-Global develops practical methods using specific tools which help to define a vision that must be shared by all. Each person find their place naturally and is a part of this vision.

Developing and Improving the maintenance policy through a Collective approach

Developing and Improving the maintenance policy through a Collective approach

A major concern is how to improve the preventative / corrective rate and to achieve an optimum preventative-predictive rate. Sometimes corrective measures are overestimated in comparison to predictive measures which are less valued. ”We need to have an inside out approach in solving the problem. Roland Vardanega, former CEO and industrial director of PSA states, the spirit what’s on the inside is more important than simply the lean tools on the outside. 

A new mindset is to value the job undertaken without undermining the corrective measures. By staying in the comfort zone we do what we’ve always done : troubleshoot quickly and well. The real challenge is to get out of the urgency mode to create a radically new way of thinking and behaving. Paradoxically a more professional approach is not well seen despite the opportunities for development as well as personal and collective enrichment. This is the virtuous circle of development which needs to be implemented. Our experience indicate a professional commitment to excellence in maintenance as seen OMF, Optimization of Reliability Maintenance (RCM2).

It is also important to mention that the objective of X% of planned interventions is optimal.

After a rapid Diagnostic which will validate the assumptions and define the objectives. The goal of the project is to develop a training and action-plan to change the culture in maintenance. Experiential learning and learning by doing are the fastest and most effective ways which allows to permanently anchor the changes in behavior. The sessions will alternate between methods of organization and Collective Efficacy to bring awareness to the limits of thinking, and especially to be open to other ways of thinking. This allows the actual implementation of innovation by committing to a concrete action plan, shared by all, thus generating rapid, sustainable results.

We have impacted the maintenance management systems, knowing how to take innovative decisions together and being able to implement quickly such measures.

P2H-Global, through its triple Maintenance, Organization and Collective-Efficiency culture, brings a radically innovative approach.


Knowing how to take all of the most innovative decisions, how to implement them a little faster and so impacting the results of the operating account.

Jour    Etape Objectif

J1 : establishing the group

Cooptation procedures


1. Establish regulatory tools

2. Build a decision process : A strong consensus

3. Develop collective commitment

   Create individual and collective commitment

since the rules of the game are known

J2 : Pilot action

Relational intelligence


1. Establish a consistent layout of the system

2. Establish coherence with personnel

3. Implement interpersonal management tools

    Create a secure relationship for autonomy

J3 : boost innovation

productive creativity


1. Set energy in motion

2. Implement creativity techniques

3. Put in place a need for contribution

    Bringing out innovation where we least expect it


Some testimonials

The CEO of a Ltd Company :

« For two years, I thought I had achieved my professional boundaries but due to strong growth the company expanded to 50 employees.  Having accomplished this much i’m now looking to take over other companies. « 

The CEO of a Services company :

« The establishment of collective efficiency tools within the Management Committee is a major factor that has enabled our rapid increase in profitability. « 

The Director of a large Decision company :

« Seven months after the reorganization of the company, it’s the first time we are able to take an important decision for our company. « 

Amoury Bernard, Vice President Global Supply Chain Sanofi :

« In the midst of reorganization, experiential training facilitated taking difficult decisions. The innovative methods have combined personal, professional and social needs, and finding the balance to better carry out projects together. Though educational engineering seems cerebral and complex it is none the less efficiently done in a respectful, caring, emotional and above all effective manner. «

Hervé LE PIVERT, Director of Supply Chain, ETEL SA Switzerland :

«  » Savoir Faire « , we learn in our schools, but » Knowing who we are « and especially » Being Oneself « we must discover. Words have a much more important sense that we usually give them. The work proposed by P2H combines how we experience the world of industry (Make) and that of the psycho-social (being) is which is remarkably effective and relevant. On a self evaluation worksheet, one my team members told me about my ability to listen and my leadership skills … and would some day like to develop these qualities (sic) like me … « .

Vincent MUGNIER, Secretary General, Vinci Construction delegated PACA Branch :

« This Action-Training is a good opportunity to step back. In difficult situations, we can now find several ways of communicating which are better adapted to the context and improve results. This method allowed me to learn better how to accept change and dealing with the unexpected. This allows me to be in a better frame of mind when we approach a difficult project. A common framework and language has been shared and established. Now looking forward to outstanding results. « 

Christine, Arts & Métiers engineer, HR, Schneider Operational Industial Europe :

« At these meetings, I discovered the true sense of words and their power : how words can liberate my energy during real-life situation ; how emotions that hinder my action and my projects can dissolve in words and set me free ; how to find the pleasure to work with my team. The method is very original. It is a guided journey into the universe of language and action, in becoming a more efficient manager. »