Transformation & Change | Mews Partners

Frédéric Miazga

Partner | IEP/ESSEC

Sabine Dehais

Associate Partner | ESCP Europe

Rémy Dubois-Gaché

Manager | Montpellier Business School

Success isn’t based on the ability to simply change. It is based on the ability to change faster than the competition, customers and business.
Mark Sanborn

Frédéric Miazga

Partner | IEP/ESSEC

Herr MIAZGA studierte am IEP Paris (1983) und an der ESSEC (1986). Im Anschluss an seine Hochschulausbildung übte er neun Jahre lang betriebliche Funktionen bei IBM Frankreich aus, bevor er 17 Jahre für IBM Global Services und Capgemini Consulting Kunden aus dem produzierenden Gewerbe und dem Energiesektor begleitete. Zu Mews Partners kam Frédéric Miazga im Jahr 2013 für die Einführung unseres „Practice Managements“ und um seine Erfahrung mit Transformations- und Performanceprojekten sowie seine Kenntnis über das produzierende Gewerbe in unseren Bereich Management & Performance einzubringen.

Sabine Dehais

Associate Partner | ESCP Europe

Frau Dehais hält ein Diplom der ESCP und begann ihre Laufbahn 1999 bei Capgemini Consulting. Im Anschluss daran war sie bei Capgemini Aerospace & Defense tätig. Im Zuge ihrer beruflichen Karriere kam sie mit zahlreichen Branchen in Berührung: Luxusgüter, Automotive, Energie, Dermokosmetik, Luft- und Raumfahrt. Sabine Dehais wechselte 2012 zu Mews Partners, um sich dort den Themen Transformation und Change Management zu widmen. Darüber hinaus unterstützt sie ihre Kunden bei Projekten in Verbindung mit Exzellenz im Betrieb und Performance. Derzeit erstellt sie unsere Angebote im Kontext menschenorientierte Beratung und neue Formen der Organisation und der Unternehmensführung.

Rémy Dubois-Gaché

Manager | Montpellier Business School

According to recent surveys, more than 70% of medium-large companies are planning or running a “transformation program”. They want a step-change in their business & operations performance, fast and broad impacts on their P&L, as well as deeper adaptations to moving strategic environments.

Whether it is part of a digital transformation plan, cost reduction, business reorganization, integration of post-merger subsidiaries… we help executives to set a realistic level of ambition, to dare reinvent themselves, to rely on collective intelligence with an approach that “makes sense” for the people and ensures a quick and sustainable return on investment.


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The key actions to plan when starting a transformation process

The initial diagnosis enables to define the key start actions: ensure that the relevant level of ambition is shared, select the right levers, dare to reinvent practices and organisation when needed, define the ROI and what can be promised to shareholders, define how to measure results, monitor impacts and orient actions, start to generate adherence among teams.

How to unleash the energy of your employees to succeed in your transformation

A transformation must be thought of as a journey involving management and teams. Beyond making sense (Why-What-How), transformation must inspire and take advantage of collective intelligence. We bring leaders and co-workers together during key events (Boost & Engage sessions), or by using our digital platform (Mews Booster). We reinforce alignment and motivation to change and allow everyone to become an actor. We foster a strong collective dynamic by combining emotional and rational interactions.

Succeed the digital transformation with the women & the men of your company

While many companies only focus on technology, tools and data to initiate their digital transformation, we are convinced that it is key to first consider human and managerial issues, as this move will be a cultural shift. Therefore, assessing the digital readiness is a critical prerequisite and will help to put the organisation in line with its ambitions. Through a digital readiness diagnosis, we build together a realistic action plan that makes sense for management and teams.

Our value proposition in 4 steps

Our robust approach, regularly proven with testimonials, allows to secure the achievement of results and the onboarding of teams. The design and construction stages allow in a few weeks to choose the right battles, the right targets and the right trajectory. We work with managers and opinion leaders to turn them into drivers of change.


Design a Transformation Strategy

Run a business diagnosis, and uncover the actual pain points, opportunities, business model weaknesses, profitability drivers; review the company’s operating model efficiency; set priorities for short term impacts, as well as deeper adaptations and challenges; decide a roadmap, with the right pace and balance of actions.


Build a robust Transformation Program

Establish a structured set of “workstreams” and “workpackages” to tackle the needed actions; elaborate a set of plans with schedules, resources, deliverables; set up a governance at the right levels, with animation and communication rituals; provide a toolset for reporting on results, focused on the “just needed” information.


Onboard the management layers and drive change

Develop the “springboard” vision and align the management layers with the needs, issues and root causes that drive transformation priorities; analyse managerial and social levers to develop the right change management strategy covering all teams.


Monitor progress and deliver results

Monitor progress, benefits and risks; identify weaknesses and strengthen teams with experts, provide the right level of resources needed to solve complex problems; recognize successes, value teams. React and face difficulties; adapt the program pragmatically.

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