In 2011-2012, we delivered a project based on cultural management and change, helping our clients to become a less complex organization. We worked with the Management Committee to design a Cultural Plan: starting from making a cultural diagnose, prioritising initiatives to simplify processes for year 1. Aisgroup designed a process for behavioural change towards simplicity, initially working with the Executive Board. We also designed a training program called "Easy being and easy doing." This course addressed four behaviours considered an obstacle to simplicity. A training program for 500 Manager and high-potential professional was deployed. Project was conducted between May and October 2012.

The company was recently acquired by a European multinational organization and therefore has been immersed in changes, both for people and business management reasons. Some of the changes had been articulated through a cultural change process that began in October/November 2010. Part of this project involved a cultural diagnose (Culture Scan) which measured the alignment of leaders and business practices with organizational values. That diagnose delivered valuable information about their current situation at that moment and where the organization should be. As a result some important gaps were identified. It was also considered as a key action to train the top management in Change Leadership Skills. AisGroup designed a learning path made of 4 modules and delivered them in the country (Mexico). It involved 125 leaders. Training was reinforced with coaching sessions monitoring the action plans of the leaders. Year 2012.

AisGroup designed the "Change and Leadership Development Program" which began with the company Executive Board (18 people) and from there it was deployed to managers (40 people) and Section Managers (about 250 people). The challenge was to help from Headquarters to re-build trust in the Spanish affiliate and its industrial plant to obtain the production of new vehicles. This company needed to improve their quality standards, cost and flexibility rates and to help the company become a best place to work. The program has meant a cultural change for our customer, transforming some of the mental models and behaviours that prevented for the improvement and growth of the organization. We designed a program that included: Three training modules, Coaching sessions for senior executives, Action Learning sessions (all participants had to prepare an change plan and be part of it). This has been an extremely successful project which has led to a deep business change and is already producing a big portion of the desired goals: various new vehicles have been assigned to the Spanish affiliate due to KPIs cost, quality and flexibility improvement. 2011 – Present.

This project is based on the Leadership model of our customer. Staring from this model, we delivered a Leadership development training program based on self-disclosure including a 360 tool (designed "ad hoc " based on their competency model) and other psychometric tools plus an individual coaching process. This process helps managers implement their own development plan and adapt to the needs of the context: recent acquisitions, global financial crisis, increasing uncertainty, etc. The project began with the 60 top executives, including the Management Committee and expanded to the next level, 300 managers. The program’s main success is to create a management development culture in the organization and to help in the change the role of the manager towards a more coach-leader for their teams. 2009 - Present.

We worked with a company leader in the Energy business in Spain and its subsidiaries in Latin-American countries. AisGroup designed and implemented some training modules focused on developing global leadership capabilities and providing some talent development tools for their teams. This project was designed to train managers in the implementation of several global HR initiatives: talent identification and development within the organization, performance appraisal process and design of individual development plans. The delivery was done locally in Headquarters (Spain) and also in the countries where the customer operates under that name, or with local businesses that are part of the group in Colombia, Chile, Peru, Brazil and Argentina. Year 2009.