Turning a strategic disruption into a positive, shared, and tangible transformation on the ground.

CONTEXT

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A major mutual insurance association aims to redefine its strategic roadmap to refocus its efforts on climate risk prevention.

This new direction introduces a major shift and must not discourage volunteers nor undermine its core identity and credibility in its other areas of action (mobility and daily life).

MISSION OBJECTIVES

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Firstly, the mission aims to formalize with the Board Members a clear and structured roadmap, capable of clearly expressing the new direction, its priorities, its strategic choices, and its operational implications. The challenge is to transform a strategic ambition into an understandable and inspiring framework.

Secondly, the objective is to engage all stakeholders, particularly a very large network of volunteers, with diverse realities and levels of maturity. This involves enabling everyone to understand the 'why' of the change, and to envision the 'how' in their local area.

Finally, the mission must ensure sustained momentum by ensuring robust buy-in to limit divergent local interpretations, and promote consistent and concrete implementation at scale (2,000 volunteers in 110 delegations).

RESULTS

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Economic Performance

The formalization of the roadmap helped clarify priorities, make expectations clearer, and facilitate decision-making, particularly regarding the allocation of resources provided by the mutual insurance company.

The alignment achieved at the governance level also contributed to safeguarding the economic path by establishing a common reference framework.

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Volunteer Engagement

The buy-in process strengthened volunteer engagement dynamics: it helped give new meaning, better clarify each person's role, and encourage a genuinely proactive approach.

Involving the Board Members in leading the initiative and valuing local contributions fostered a sense of recognition and purpose to maintain motivation in a context of significant change.

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Societal Performance

The mission enabled the association to transition from a strategic intention to a real capacity to act on climate risk prevention issues.

The formalized and shared roadmap now provides a clear framework for designing, prioritizing, and deploying concrete, useful prevention actions directly aimed at the target audiences.

The roadmap also facilitates the activation and development of targeted partnerships, designed as levers to amplify impact, in line with strategic priorities and local realities.

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Environmental Performance

The redesign led to the integration of climate risks as a structuring axis of the roadmap, not as an additional theme but as a true strategic pivot.

Crucially, this priority was made operational: stakeholders were able to grasp the implications, identify levers for action, and initiate local implementation, an essential condition for moving from discourse to effective practices.

APPROACH / METHODS USED

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The mission began with a co-construction effort on the roadmap with the Directors, aiming to clarify the strategic direction, formalize priorities, and articulate the underlying assumptions. This step resulted in a shared reference framework, both true to the governance's intentions and sufficiently structured to guide operational deployment.

Deployment then relied on the "Appropriation Journeys" method: a collective mobilization approach based on workshops cascaded by the Directors, enabling volunteers to reconstruct the strategic reasoning, position themselves within the roadmap, clarify their contribution, and translate the strategic direction into concrete actions adapted to local realities. This approach established active, coherent, and sustainable ownership throughout the organization.

This mission was honored with the 2025 Service Companies Award (organized by Napta and La Lettre du Conseil), in recognition of the impact and uniqueness of the approach implemented.