Implementation of a transversal monitoring unit

Client case


Implementation of a transversal monitoring unit

About the client

Joint organization in charge of implementing and coordinating the professional policy of initial training through apprenticeship in the construction industry.

What were the results?

Today, the project is still considered as a strategic project being a vector of internal transversality; reinforcing the positioning of our client as a trend scout and completing the value creation of its service and innovation offer to training organizations (OFs). Deliverables are produced at regular intervals such as a transverse newsletter “Tendances BTP”, or selections of commented news, etc.

The monitoring unit is structured around a project team, which guarantees the monitoring process, and monitoring referents who are experts in their field. This monitoring unit is intrinsically collaborative and cross-functionality is advocated in the production of monitoring deliverables.

A specialized platform has been selected and now enables the curation work to be carried out more efficiently. A system of animation and training for the team of watch referents is set up on a regular basis.

What was the key to your success?

An iterative approach developed in co-construction with the contributors is one of the key factors of the mission’s success. Today, Talisker’s assistance is focused on supporting :

  • the animation of the monitoring cell while encouraging its autonomy ;
  • the evolution of the Watch platform’s uses;
  • the increase in skills of the monitoring referents and the continuation of the mobilization of all the collaborators;
  • systematically taking into account the information needs of recipients;
  • the expansion of the offer through the production of additional deliverables;
  • the gradual establishment of an external monitoring community within the training organizations.


1 Partner, 1 Manager and 1 Consultant 

Where did you start from?

Monitoring activities were already being carried out for the OFs, but each department was carrying out this monitoring in its own field of application: innovation, studies, training, legal, communication (events, formats, etc.), professional certification, etc., without any overall consistency, management of expectations, synergies, etc.

An initial scoping phase made it possible to set up a project group involving all the departments and to draw up the outlines of the ambition by defining the operating methods of the Watch: structuring of services in response to the needs and uses of the targets (external), fundamentals of the organization and operating methods, process and identification of deliverables, necessary resources, etc.

What was your approach to the issue?

Through an initial framing phase, an inventory summarized in the form of a SWOT analysis and several successive workshops, the ambition of the project, the organizational model of the intelligence unit, the deliverables to be produced for our client’s customers, etc., were specified. A roadmap and a plan for the watch cell’s growth were also established in order to install the system over time.

We then established a 3-step approach:

First, we experimented with collaborative modes of operation with a first deliverable: a multi-domain newsletter for training organizations,

The organization of formal and in-depth feedback at regular intervals, allowing iteration and the development of management tools to continuously improve productions and practices.

By consolidating and industrializing the system in order to progressively expand the scope, optimize the operation and develop the tools.