OVERVIEW
Challenges we hear
Engagement scores stay low and people keep leaving
Initiatives come one at a time and the mood never changes
Wellbeing programs and human capital disclosure have become a formality
The thinking behind the method is set out in full on the Cortisol Management page.
SCOPE
What we do
Organizational diagnosis
We make the sources of stress and the level of wellbeing visible, in numbers and in words, and identify what to address first.
Designing the system and the management
We redesign appraisal, the meeting structure and management behavior through the lens of Cortisol Management.
Roll-out and training
Training for managers and support in running it, until the mood in the organization shifts.
OUTCOME
What you can expect
Better retention and engagement
We work on the structure of the stress itself, which lifts both retention and morale.
Management behavior that changes
Training plus support on the ground, so daily management actually changes.
A human capital story that holds up
Initiatives and metrics connect, and what you tell the outside world becomes clear.
WHY CATALYS
Why clients choose us
Physiology and management, our own method
Cortisol Management rests on physiology, not on intuition.
We run it on ourselves
We are seriously running an organization where people work in good spirits.
Not a policy and nothing more
Training and support in running it, until behavior on the ground changes.
FLOW
How we work, and how long it takes
STEP 012–4 weeks
Organizational diagnosis
Surveys and interviews make the structure of the stress visible.
STEP 021–2 months
Design
We design the changes to the system and to management behavior.
STEP 033 months onwards
Roll-out and adoption
Training and support in running it make the change in behavior stick.
PROFESSIONAL
The people on this work
Hikaru Tanaka
Co-CEO
Led support for a wide range of companies and themes at Arthur D. Little and Frontier Management.
Tomoyuki Abe
Co-CEO
Led support for a wide range of companies and themes at Arthur D. Little and Frontier Management.
Takuma Kawanaka
Executive Officer
Held posts at Arthur D. Little and Roland Berger. Also supported policymaking on secondment to METI.
KNOWLEDGE