From a guided start to taking charge on your own.

The Story of Sacha van der Velde

Within Capgemini, the Center of Competence for Learning & Development faced the challenge of reorganizing itself following a broad HR transformation. Team compositions changed, roles shifted, and international collaboration increased.

The question was: After all these changes, how do we become a strong team, and how do we continue to steer that development ourselves?

Measurement as a starting point

The “ Teamenergy ” assessment revealed where the team stood. The results instilled confidence, but also highlighted an important area for attention: the balance between team results and Team development.

It also became clear how the matrix organization affects the team. The discussion about “Where is your home base?” highlighted that team members operate within multiple complex interests and structures.

That's where the team started.

From Guidance to Self-Direction

The first step was guided by a feedback session and a workshop. After that, the team took the lead on its own.

On the " Teamenergy" platform, the team selected team exercises that addressed their specific questions. These ranged from a workshop on working in a matrix organization to exercises focused on psychological safety, such as an inclusion circle.

Smaller " Interventions"—such as check-ins during team meetings—also became part of daily practice. The platform provided concrete tools to help people make their own choices in this regard.

Development rooted in the team itself

These insights were translated into our own approach. At the start of the new year, we held a team session to reflect on the past year and link personal insights to the goals for the coming year.

This led to the creation of a cohesive plan in which team and individual development are linked, and the “ Ownership ” lies with the team itself.

A Noticeable Shift in Collaboration

In practice, it’s clear that the team is growing. While conversations were tentative at first, they are now more open and natural.

Team members are better able to connect with one another, have a greater understanding of each other’s circumstances, and make more active use of their differences. This development is increasingly driven by the team itself.

Teamenergy as a foundation for autonomous development

Capgemini's Learning & Development team is now using the Teamenergy platform to guide its own development.

The platform shows where the team stands and provides specific team exercises, while the team itself remains in control. This allows the team to continue working on its development on an ongoing basis.