Innovation creates value when the organisation is ready to embrace it. Innovating without transforming is like experimenting without ever scaling up.
Innovating more effectively
Transformation Office
Structure, manage and embed your transformations for the long term
Transformations require a rigorous operational framework, the right skills in the right places, and sustained leadership. Gabriel Greenfield is involved across the entire process.
Scoping and creation of the operational model
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Three-tier governance architecture (Transformation Executive Committee, Operational PMO, frontline teams)
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Mapping of the five Meridian frameworks: capabilities, processes, systems, data, organisation
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Definition of key job descriptions (CTrO, PMO Manager, Business Analyst) and RACI matrix
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Team staffing
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Implementation of governance rituals: kick-off, weekly PMO meeting, quarterly retrospective, flash steering meeting
Reporting
We provide the tools and lead the strategic and operational management of your programme in complex environments where conditions change faster than plans.
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Development and management of the CTrO dashboard
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Financial monitoring: business cases, NPV, payback period, CPI and monthly burn rate
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Risk management, inter-project dependencies and phase transitions (quality gates)
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Production of reports
Product Managers & Business Analysts (Banking and Finance, Retail / Luxury)
The business analyst is the unsung hero of organisational transformations. They translate the Executive Committee’s decisions into operational instructions and relay early warning signs from the front line to the Chief Transformation Officer.
Our PMs and BAs combine sector-specific expertise with a thorough understanding of the Meridian methodology.
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Cartographie des processus et capacités métier, identification des impacts réels,
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Animation d'ateliers, rédaction des spécifications fonctionnelles et des backlogs,
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Conduite du changement et suivi de l'adoption terrain.
Leadership and Change Management
Embedding the transformation in practices and working methods
The primary cause of transformation failure is not technological. It is a lack of genuine adoption. The roll-out goes ahead, but the change itself does not take hold. Resistance sets in, the culture fails to adapt, and even the most sophisticated tools end up being underused.
In an AI-driven environment, where every agent deployed reconfigures roles, processes and decision-making habits, ignoring the human dimension of change means running the risk that the technological investment will never deliver its value.
Our Meridian methodology is integral to the transformation: present from the scoping stage, active at every phase, and measured with the same rigour as the technical deliverables.
Meridian structures every project around three complementary approaches — Suggest, Facilitate, Support — which are tailored to the organisation’s maturity and the nature of the change to be driven.
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To suggest is to make a clear-sighted assessment: to map out interdependencies, to objectively analyse resistance, and to formulate a vision of change that provides meaning before issuing directives.
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Facilitating means creating the conditions for buy-in: aligning stakeholders, structuring the governance of change, and co-creating solutions with the teams affected — rather than imposing them.
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Supporting means embedding change in actual practices, at a human pace. Roll-out is not the same as adoption. Meridian measures both.
Our operational framework: Lean Change Management
To put the ‘Accompany’ approach into practice, Gabriel Greenfield applies Lean Change Management (LCM), an agile framework developed by Jason Little, built on continuous experimentation and the ongoing adaptation of the plan to reality.
Whereas a traditional approach executes a predefined plan come what may, LCM treats the situation on the ground as the ultimate source of truth. The approach is organised around three operational concepts :
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Insights (observations gathered from teams, interviews and field studies) define the organisation’s actual state in the face of change.
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Options identify several possible responses to each Insight, assessed in terms of their value and cost.
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Experiments test these options in real-world conditions, on a small scale, before rolling them out more widely, whilst systematically incorporating feedback from the field at each iteration.
The central tool is the Strategic Change Canvas: a dynamic, shared view of the change strategy, displayed and continuously updated, which can be challenged by all project stakeholders. A dashboard for the transformation. Change belongs to the teams experiencing it.
Gabriel Greenfield’s Leadership & Change Management practice is integrated into the Meridian methodology and draws on a framework that has been tried and tested through large-scale business transformation projects.
Sectors and contexts of intervention
Our teams work on transformation programmes in regulated environments characterised by high organisational complexity — where the operating model makes the difference between a transformation that succeeds and a project that gets bogged down.
Retail banking
Finance and Accounting and Management
Crédit Agricole & Mutualiste
Retail & Distribution
Luxury & International Brands
Insurance
Public sector
Some key figures
78%
Adoption rate achieved in 3 months with peer-to-peer coaching (compared with 40% with top-down training)
+30-40%
Additional impacts identified during the mapping phase compared with the initial estimates
18 Months
Average time taken for practices to decline in the absence of a structured framework following deployment
What sets our approach apart
Meridian treats transformation as a living system, not as a linear project. Every deviation from the plan is a signal to be interpreted — not a problem to be concealed. Our consultants are trained in the method and work using the same frameworks, the same tools and the same standards of documentary rigour — regardless of the project or sector.
Case studies
Driving transformation through expertise that combines strategy, analytics and AI.
Read a case study >
Lean Change Management to promote gradual and flexible change
Read a case study >
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