Consulting
Clarify your priorities. Evolve your organization.
Seven supports leaders, leadership teams and HR functions in the decisions that shape their organization. Together we build diagnoses, decision frameworks and action plans, then support you as you put them into practice.
Discuss your challengeStrategy and priorities
Share a direction, choose priorities and turn strategy into decisions and actions.
When to call us
- Leadership needs to choose its priorities, share a direction or turn its ambitions into actions.
- Projects pile up without clear trade-offs.
What we do
- 01Context analysis and targeted interviews
- 02Clarifying the ambition
- 03Reviewing the options
- 04Working sessions with the leadership team
- 05Prioritization and steering
What you leave with
- Diagnosis summary
- Reasoned priorities
- Roadmap with owners and milestones
- Objectives and tracking indicators
Illustrative example
Helping an executive committee choose its priority initiatives and decide how to carry them out.
| Initiative | Owner | Milestone |
|---|---|---|
| Clarify the offer | CEO | Q1 |
| Set up steering | CFO | Q2 |
| Evolve the sales organization | Sales director | Q3 |
How it can continue
If needed, we support the roadmap's implementation and its follow-up with the leadership team.
Governance and organization
Clarify roles, decisions and ways of working so people work better together.
“Governance” here means how leadership works: responsibilities and decisions.
When to call us
- Slow decisions or unclear responsibilities.
- Meetings that serve little purpose.
- Too little cooperation between teams.
- An organization that has grown.
What we do
- 01Reading how the organization really works
- 02Clarifying responsibilities and decision levels
- 03Evolving governing bodies and rituals
- 04Working on cooperation and steering
What you leave with
- Responsibility map
- Decision and delegation framework
- How governing bodies work
- New rituals and an implementation plan
Illustrative example
Clarifying what the executive committee decides, what belongs to managers, and how commitments are followed up.
| Exec committee | Managers | Teams | |
|---|---|---|---|
| Annual priorities | D | C | I |
| Team budget | C | D | I |
| How work is organized | I | D | C |
| Everyday tools | I | C | D |
D decides · C consulted · I informed
How it can continue
If needed, we support the new rituals as they are put in place and the follow-up of commitments.
HR, skills and management
Evolve HR and management practices to develop skills, engagement and cooperation.
Augmented HR: work, roles, skills, motivation and the use of tools, looked at together.
When to call us
- Scattered HR practices.
- Managers without the tools they need.
- Skills that need to evolve.
- Engagement or motivation to understand.
- Roles changing with AI.
What we do
- 01Diagnosis of practices
- 02Clarifying the roles of HR, managers and leadership
- 03Defining priority skills
- 04Structuring paths and management practices
- 05Support with implementation
What you leave with
- HR diagnosis
- Skills development priorities
- Management development path
- Practice framework and action plan
Illustrative example
Identifying the skills of a group of managers, reviewing the practices expected of them and building the path that supports this change.
- 01Shared reference pointsThe manager role expected
- 02Key practicesFeedback, delegation, one-to-ones
- 03Real situationsOn the team's own cases
- 04Follow-upRegular check-ins and adjustments
How it can continue
If needed, we support implementation, and the management path can draw on Seven's training.
AI and changing ways of working
Choose the uses and tools that meet your challenges, then organize their adoption by your teams.
When to call us
- Tools used without a shared approach.
- Useful uses not yet identified.
- Leadership unsure about priorities.
- Teams that need guidance.
What we do
- 01Diagnosis of practices and environment
- 02Identifying use cases
- 03Comparing options
- 04Prioritizing by usefulness, feasibility and constraints
- 05Usage rules
- 06Supporting adoption
What you leave with
- Map of uses
- Roadmap
- Tooling recommendations
- Operating framework
- Training plan and adoption indicators
Illustrative example
Choosing a team's first uses, testing them on a limited scope, organizing their adoption and deciding what comes next.
- Answering requests (First use)
- Meeting notes
- Monitoring
- Data analysis
First use
How it can continue
If needed, we support adoption by the teams, and the training plan can draw on Seven's AI training.
Our approach
Four steps, from diagnosis to follow-up
Each mission starts from how your organization really works, and its deliverables stand on their own, with or without training.
- 01DiagnosisUnderstand your context and how things really work: interviews, analysis of practices and environment.
- 02Choices and designReview the options, choose the priorities and design the frameworks with the leadership team.
- 03ImplementationSupport the teams as decisions, rituals and paths are put in place.
- 04Follow-upTrack commitments and indicators, then decide what comes next.
Formats
A format chosen with you
Schedule, scope and budget are set after our first conversation.
- Targeted missionOne precise challenge, its diagnosis and its deliverables.
- Support for a leadership teamWorking with the leadership team on its priorities, decisions and ways of working.
- Transformation followed over timeImplementation and follow-up, step by step.
Questions
Before we talk
Can we work together without training?
Yes. A consulting mission stands on its own: diagnosis, priorities, roadmap, decision frameworks. Its deliverables do not require training. If training proves useful later, we will suggest it.
Where do we start?
With a conversation about your context and what you want to change. We then point you to the right area and the right person.
Who is involved?
On your side, leadership and the people the challenge concerns: the leadership team, HR, managers or teams. On Seven's side, who works on the mission depends on the area.
What deliverables?
They depend on the area: diagnosis summary, reasoned priorities, roadmap, responsibility map, decision framework, management development path, map of uses. Each area above lists its own.
How is the mission scoped?
After a first conversation, we set the scope, the schedule and the budget with you. None of them is fixed before.
Discuss your challenge
Describe your context and what you want to change. We will point you to the right person.