Capgemini – Sacha van der Velde – CoC Learning & Development
From guided insight to autonomous team development.
At Capgemini, the Center of Competence Learning & Development faced the task of reorganizing itself after a broad HR transformation. Team composition changed, roles shifted, and international collaboration grew.
The question was clear: in this context, how do we build a strong foundation as a team, and how do we make sure we keep steering that development ourselves?
Insight as a starting point, not an end point.
The Team Energy Measurement made visible where the team stood. The outcome gave confidence, but also surfaced an important point of attention: the balance between team results and team development.It also became clear how the matrix organization shapes the team. The conversation about “What is your home base?” sharpened the realization that team members operate within multiple complex interests and structures.
These insights formed the starting point for the team’s further development.
From guidance to owning the process.
The first step was taken with guidance, through a feedback session and a workshop. After that, the team took the lead itself.
Through the Teamenergy Platform, the team chose exercises that matched its own challenges — from a workshop on working in a matrix organization to interventions around psychological safety, such as an inclusion circle.
Smaller interventions, like check-ins during team meetings, also became part of everyday practice. The platform offered concrete tools to make these choices independently.
Development anchored in the team itself.
The insights were translated into the team’s own approach. At the start of the new year, a team session reflected on the past year and connected personal insights to the goals for the year ahead.
This created a coherent plan in which team and individual development are connected, with ownership residing in the team itself.
A visible shift in collaboration.
In practice, you can see the team developing. Where conversations used to be tentative, they now unfold more openly and naturally.
Team members reach out to one another more easily, understand each other’s context better, and put their differences to more active use. The development increasingly comes from the team itself.
Teamenergy as the foundation for autonomous development.
For Capgemini’s CoC Learning & Development, the Teamenergy platform serves as a structural foundation for autonomous team development.
It provides insight, direction, and concrete exercises, while ownership stays with the team. Team development is no longer a one-off action, but a continuous process the team shapes itself.
"The Teamenergy platform didn't just give us insight, above all, it gave us the ability to steer our own development as a team."
Sasha van der Velde
CoC Learning & Development @ Capgemini
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