Developing leadership following a transformation

La Française des jeux, or FDJ, is a French company that distributes lottery and sports betting games.

Secure buy-in from managers

Previously a public company, FDJ became private in 2019 and had to evolve and adapt to a more competitive market. In order to support managers in this shift of environment, FDJ designed a new managerial model, based on 3-key pillars: leadership, coaching, and performance. The objective of this model was to anchor these key pillars into each manager’s day-to-day work - which could be seen in their mindset, skills, and behaviours. Having buy-in from top leaders and managers was essential in the execution of the 3-pillar model to contribute to the successful transition of the company.

Development programs tailored to each population

Two different populations at FDJ were targeted in priority: managers of managers (top leadership) and those identified as “high potential individuals”. In order to satisfy the needs of each target population, two custom development programs were designed. Both of the programs had a unique combination of collective workshops with codevelopment, individual coaching, and a structured and gamified digital pathway. These programs integrated internal FDJ resources, existing company tools, and the newly designed managerial model. The experience was practical and action-oriented, allowing participants to test new practices and behaviours, while being provided with timely feedback and the ability to adjust. The programs were proposed to participants using a “pull-approach”, which encouraged individuals to participate voluntarily. Following the closure of these two programs, a third was created and adjusted specifically to meet the needs of FDJ mid-managers.

Dora Mosala
Head of Training, FDJ Group
With 4 months, rate of engagement in change above 90%

Participants reported feeling both empowered and equipped for their challenges as managers. There was a significant increase in the receptiveness to the new FDJ managerial model, with participants experiencing more “trust”, “autonomy”, and “transparency” with the model in their day-to-day work. More importantly, participants felt they had the opportunity to truly take the lead in their own development, while experiencing a noticeable collective change. At the end of the program, the rate of commitment to change was >90% for participants.


Anchoring a new managerial model


of participants are actively engaged in change


programs tailor-made for 3 different target populations


collective sessions with codevelopment

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