► THE REROOTING METHOD
We don't manage Change, we reroot it
01 - the premise
A transformation framework built on five movements, not a straight line.
Most change methodologies are drawn as a straight line: diagnose, plan, deploy, measure… done!
We don’t think transformation works that way: it’s never a straight line from A to B, it’s a continuous becoming (from Heraclitus “no one ever steps into the same river twice” through to Bergson and Simondon).
An organisation doesn’t change because a plan is imposed on it; it remakes itself, from its own collective imagination (Castoriadis).
So The Rerooting Method isn’t four steps. It’s four movements you keep coming back to, in whatever order the mission demands.
02 - the method
03 - in practice
How a Rerooting mission typically unfolds
0 - 30 days
Mapping the root system: diagnosis and key messages
30 - 90 days
First roots taking hold: +10 points of buy-in
90 - 180 days
Manager’s adoption
180 - 360 days
New rooting: consolidation & culture of change
04 - our approach
A unique approach: we focus on immersion rather than on magical recipes
Unlike a traditional consulting firm, we don’t deliver slides you’ll never open.
We work as a team, by your side, at the heart of your ecosystem, to carry with you what you cannot carry alone.
A systemic, human, structured approach
A capacity to listen as much as to frame
Multi-sectoral expertise, comfortable with complexity
05 - track record
They trusted us to support their changes
Chanel
An 8-month change management engagement supporting the human and organisational transition around the opening of a new fragrance manufacturing site.
CAA
Structuring buy-in across a multi-entity transformation program.
BioMérieux
Change management for a worldwide digital transformation project, deploying Salesforce across bioMérieux’s global operations and impacting over 6,000 employees in customer service.
06 - Q&A
What is the Rerooting Method?
The Rerooting Method is a change methodology built on one idea: transformation isn’t a straight line, it’s a living system finding new ground. Every mission moves through four recurring movements: mapping what’s already rooted, naming why the old ground stopped holding, giving people a real role in shaping what comes next, keeping a rhythm of concrete commitments, and listening to what resists instead of overriding it.
Unlike linear models, you don’t complete a movement and move on for good. You return to whichever one the mission needs, for as long as it needs it.
How is The Rerooting Method different from ADKAR or Kotter's 8 steps?
ADKAR and Kotter’s 8 Steps both optimise for the same thing: making sure the message lands, in the right order, once. We optimise for something else: whether the fear of losing what people know how to do has dropped enough for them to actually act differently, because that’s what determines whether change sticks, not whether it was explained well.
That’s also why the Rerooting Method is recursive rather than sequential. ADKAR and Kotter assume you complete a stage and move on for good. We don’t: you keep listening to resistance throughout, because fear doesn’t retire once a training is delivered. It resurfaces every time the ground shifts again. Linear models assume an organisation moves from a known starting point to a known destination. We start from a different premise: an organisation, like any living system, doesn’t get replaced. It reroots, carrying its own culture and people forward into new ground, rather than being asked to become someone else entirely.
Ready to engage and reroot your teams, not just your processes?
Are you leading a transformation project and want to create a real collective dynamic?
Let’s start with a conversation. I’m listening.
