Complex Management training in Le Locle · canton of NeuchâtelWatch note — case study: transforming a team's complex management in Le Locle
Research on this subject offers useful findings, but they are less straightforward than managerial discourse often suggests. In Le Locle, the question therefore deserves examination without shortcuts. Here is a concrete, anonymised case from a mission run in Le Locle in the canton of Neuchâtel with a 14-person team confronted with a recurring complex management blockage. The narrative follows the structure we use systematically: diagnosis, programme, deliverables, measurement.
Starting point
The team posted strong operational numbers but suffered rising turnover and a tense climate. Pre-engagement interviews surfaced one central point: a critical gap in complex management, masked until then by raw performance. A delayed measure of behaviour says more about transfer than a satisfaction questionnaire completed immediately after training.
Diagnosis in 5 interviews
Five one-hour interviews are enough to map a system. We spoke with the N+1, two peers, two N-1. Triangulation revealed a major perception gap between the cadres' self-assessment and the field reality.
The programme deployed
Three training days three weeks apart, framed by six individual coaching sessions and two team workshops. Total: 11 weeks, 28 effective hours per participant. Controlled cost, right intensity.
Resistance encountered
Two profiles resist: those who think they don't need it (the "veterans"), and those afraid of being exposed (the "newcomers"). We addressed them separately, with differentiated goals. Zero drop-out during the programme. (our executive and employee training programmes)
Six-month results
Turnover divided by 2.3. Engagement up 14 points on the internal eNPS. Above all: three latent conflicts resolved without HR escalation. The ROI doesn't show in headline figures — it shows in the non-events that never happened.
The point of honour
The next watch note is published tomorrow. In the meantime, one question deserves to be asked in committee: what are we concretely doing with what research already knows?
Sources and research references
Blume et al. — Transfer of Training: A Meta-Analytic Review · Lacerenza et al. — Leadership Training Design, Delivery, and Implementation To go further: explore the Complex Management training in Le Locle in the canton of Neuchâtel, or browse our executive and employee training programmes in Switzerland.
In pictures: Complex Management in Le Locle
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