IMV Management Partners

A restructuring had just cut one job in five at Boehringer Ingelheim France, and the company had to change its business model with deeply demoralized teams. IMV proposed that leadership hand the work to its managers, train them on the project itself, as in a tailor-made Executive MBA, and give them a free hand. Leadership agreed, and held firm. The new model launched a month ahead of schedule; four months later, performance exceeded pre-project levels.

At Société Générale, an IT division had to move from an organization built on technical expertise to one built around services, and everyone was wondering about their future role. Competing against one of the Big Four, IMV won the assignment with a simple idea: the managers would lead the transformation themselves. Four consultants grouped them in threes and had them diagnose their own organization; the managers then designed the change and carried it through with their teams. Within six months, the new organization was in place on the ground, and managers across three levels of hierarchy had learned to work together.

Egis was still selling its services abroad from France. The group wanted autonomous hubs in India, the Middle East and Brazil, which meant headquarters had to hand over part of its power and rethink how value was shared. IMV put these questions in the hands of the people most affected: over two years, 40 subsidiary heads from around the world worked with the international executive committee to build an organization by region and business line. It was rolled out across all 114 countries in scope, with the backing of the regional directors.

Biogen France was growing fast and preparing to launch two new products; Texelis had just been spun off from a large industrial group. In both cases, management had to grow with the company.

At Biogen, the work began with the executive committee and then extended to all 35 managers: within a year, they had redefined everyone’s role together, and the teams emerged united.

At Texelis, where IMV laid the foundations of its method, a pilot group of 9 managers first rethought how the company should be run; all the managers then took over, in pairs, one area at a time. Two programs came out of this work: one targeting €30 million in international growth over three years, the other a 20% cut in manufacturing lead times.

For EssilorLuxottica, the challenge was to grow sales of one product category across 10 European countries. Over seven years, IMV designed new sales methods with the marketing and sales teams, then trained managers in each country to roll them out in the field. Sales rose by 15 to 20% in several countries, and by 60% in Spain.

The sales team of a technology group had three months left to close a gap of more than 30% on its annual target. Mobilized by IMV, its managers closed it, and the year ended on target.

In 2021, Pierre Noire, a 50-person subsidiary of the Aurige group, was in crisis. The group, already advised by IMV, asked Philippe Ramirez to step in as interim general manager of Pierre Noire: within five months, he had reorganized the company, from the workshop to the design office, and recruited his successor.

Quadrilatère’s shareholders brought in Philippe Ramirez as interim sales director. He restructured the sales organization and methods, set up a CRM and a sales tracking system; the pipeline grew by 50%.