Proof through results and client testimonials

Fifteen cases, five areas of work

Our clients don't come from cold outreach. Between 2022 and 2025, 97% of our engagements came from clients who come back and bring us into their new companies.

The five areas are the five dimensions of performance the TOTEM System works on. For each, one lead case and two supporting ones.

Leadership – Tribe Strategy – Orientations Steering – Tactics Improvement – Evolution Programs – Mid-term

Tribe · what teams really experience

Leadership and management performance

France Télévisions

Group Human Resources

The context: The careers committee brings together the divisions' HR directors and corporate to decide on hiring. It felt like a courtroom: the field proposed, corporate refused, and everyone left convinced the other side didn't understand their constraints.
What we did: Six weeks of support. The committee rewrote its own governance rule: divisions hire and share responsibility, approval comes afterwards, adjustments are discussed among peers.
The result: Faster hiring, a committee that became a co-creation ritual, and several operational HR directors who then brought us into their own departments.

[ Quote from the Group HR Director, confirmed on 09/07, exact wording to be added ]
Group Human Resources, France Télévisions

DEKRAWork on values and management with the teams.“Excellent. An ambitious challenge, successfully met, where everyone could get involved and commit. A great human adventure too.”HR Director, DEKRA (translated from French)

La Lignière ClinicSupport for the leadership team.“A cultural approach that addresses team organization and leadership as much as how we develop our organizational performance.”Leadership team, La Lignière (translated from French)

Orientations · a shared direction

Strategy, from vision to execution

École polytechnique Executive Education

Executive committee retreats

The context: Executives and managers who arrive with a written strategy and leave without knowing how to cascade it: eight strategies out of ten are never implemented.
What we did: Turn an executive committee's strategy into an operational roadmap, at every level of leadership, in retreats and on their own real situations.
The result: More than a thousand managers, executives and transformation experts trained, and a lasting partnership.

You are among our closest partners, and you truly deserve it.
Head of Leadership and Strategy, École polytechnique Executive Education (translated from French)

Maghreb SteelTurnaround: a management line reunited around shared priorities. EBITDA from −€14M in 2014 to +€10M in the first half of 2016 (from −156 to +113 million dirhams); safety accidents and incidents cut tenfold; sales +37% between 2015 and 2016; conversion costs reduced by 20 to 40%; production capacity increased by 30 to 90%.“The results are spectacular. We surpassed ourselves.”Deputy General Management, Maghreb Steel (translated from French)Watch the video (in French) →

EqualisA fifteen-hundred-person nonprofit. Strategic alignment of the leadership team and prioritization of its projects.“Key projects, long on hold, finally activated and delivering real progress.”General Management, Equalis (translated from French)

Tactics · cross-functional indicators

Steering operational performance

RATP Group

Finance department, then six other departments

The context: Ten years of support and around a hundred teams. The group had alternated individual coaching, team building and top-down training, with mixed results. Team meetings were cold and factual.
What we did: The ritual was built with the team itself, around visual management. In two hours, they decided to speak openly with each other, and they set up the framework that makes it possible.
The result: The ritual spread to six other departments. The finance department took ownership of its own rollout and deployed it itself, without us.

Visual management is magic.
Finance department, RATP Group (translated from French)

TessiStreamlining the organization and its processes. An executive who brought us in at three successive companies.“I have called on François several times as my career has moved on.”General Management, Tessi (translated from French)Watch the video (in French) →

WorldlineCo-designed reorganization of a department of more than a thousand people, across Europe, with internal stakeholders.

Evolution · shared improvement

Continuous improvement: Lean, agile, AI

École CentraleSupélec

Specialized master's in Lean and agile, for more than ten years

The context: Organizations already trained in Lean or agile, where the approach never took hold.
What we did: Support, through the master's students, around a hundred organizations as they genuinely take ownership of operational excellence approaches, Lean, agile and now AI, in their own settings.
The result: Approaches that last because they were built by the people who keep them alive, and teaching enriched by ten years of real cases.

Alstom PowerCultural transformation of around ten plants, with shop-floor teams.“We really turned what looked like a garage into a modern factory.”Management, Alstom Power (translated from French)

ThalesSupport for the Lean team and around a hundred Lean ambassadors. Helping level 1 and 2 Lean leads (more than a hundred participants) build and run a Lean simulation workshop: setting up team rituals and applying them to Lean across Thales group entities.Watch the video (in French) →

Mid-term · workload arbitrated

Programs, projects and portfolios

ArianeGroup, Ariane 6 program

Program leadership team, since 2016

The context: A program of several thousand people, spread across eight countries, that had been hearing about lean management for ten years without the method taking hold.
What we did: Supporting the program leadership team and its key partners toward a more efficient, more agile and more collective industrial model, built with them rather than applied to them.
The result: Workshops with management and shop-floor teams in all eight countries, and a leadership team that called us back ten years later.

Well done, big impact. Thank you for supporting the Ariane 5 and 6 program teams.
Ariane 6 program leadership (translated from French)

General Electric HealthcareThe founder's own track record: a product launched eighteen months ahead of the competition, through a culture of performance shared from the executive committee to frontline teams.

VygonSupport in rolling out the project and program approach.“A cultural approach that addresses operational performance as much as how projects are organized.”Leadership team, Vygon (translated from French)

They call us back.

Some ten years later. The rest come from executives we met in training. No results figure appears here until it has been approved in writing by the client named.

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