Horus has been operating in the market for more than 15 years in different situations and contexts, as well as in different types of segments and clients. In each interaction with our clients we develop ourselves and we incorporate new ways of acting and of relating. In this relationship, whose basis consists of mutual trust, we leave our seeds and bear many fruits and learning.
To be a value partner, we understand that there are no equal formulas that apply to everyone, but rather specific and appropriate solutions for each client. We have the honor and pleasure of serving our clients. We share a little of our joint history that, of course, has generated development and learning for everyone!
Clients
A little of the fruit that Horus reaped in interactions with each client.
- UOL
- ALPARGATAS
- FIRMENICH
- PÃO DE AÇÚCAR
- CAMARGO CORRÊA
- GERDAU
- BNDES
- CARGILL
- UNILEVER
- CORN PRODUCTS INTERNATIONAL
- STARBUCKS
- CAPGEMINI
- ACCENTURE
- NATURA
- GAFISA
- BP BUNGEBIOENERGIA
- QUALITAS
- GRUPO JCA
- COGNIZANT
- COFCO
- SPIC BRASIL
- LACTALIS
- INNOSCIENCE
- ERM
A short-term performance, but surely, we left an impression with our model of developing Workshops.
Several projects, with a lot of Horus involvement. Many challenges as a project team and several stories to tell of our achievements. Multination of cultures, from different states of Brazil and other countries. We have achieved our goals as a team.
A relationship that involved professionals from different cultures, merging into a diverse team in how to perform and relate. A challenge of languages and cultures during the process of change.
A lot of partnership. An open, flexible team with a lot of energy to carry out the change and implement the new model. Months of interaction and interesting challenges that culminated in a new area aligned and recognized in the company.
A large group of people involved in a great challenge of a project that included all the parent and it`s child companies of the group. Many parallel initiatives and a lot of people contributing in this scenario. Several partners have left us many learning and good relationships.
For an extended period of time, Horus supported the development program of one of the plants of the company. Professionals with a desire for development and growth and a relationship of extreme trust that leaves us longing and many exchanges of knowledge.
Some years of acting, with excellent relationship with the team responsible for Change Management at the client side. Partner and flexible people. Many challenges related to the other teams of the project, however we managed to fulfill our mission. Joint action with Dextera Consultoria.
A long period of intense action, with the challenge of a broad change and in the spheres of the intangible: culture, Identity, among others. However, we find professionals and leaders extremely open and willing to make it happen in a different way. We took many learning about adverse cultural contexts in different locations. We learned the value of listening, watching to perform properly.
Several initiatives where we have been partners. We built concepts together, we executed empirically and we developed a lot of force in our delivery. We learned about understanding how cultural aspects are fundamental to a change/transformation.
A complete cycle of a system implementation, involving different cultures and an integrated vision of a project. Many internal and external partners. We made friends and brought knowledge of the segment.
Short acting in the accomplishment of a diagnosis, that allowed us to understand more of the business, the segment and the future strategy of that moment.
The beginning of Horus, which was advancing in our knowledge and ways of acting. A lot of learning and understanding of the contexts that would follow in our journey.
A known partner of Horus, because it was where the founder has developed. A major challenge was to create and implement an innovative program to accelerate the process of hiring and training professionals. Long stories and good exchanges with old friends.
Short term and whose objective was to add value to the model of Change Management in the company. We have acquired a good understanding of the segment and its culture.
Special and punctual participations, where we have learned more of the segment and its challenges at that moment. Many partners involved. Openness to the growth of professionals who have been trained as “Train the Trainers”. Joint action with Dextera Consultoria.
A short period of time to organize and integrate the Project team, as well as to define and execute the actions of engagement and involvement. Active and present leadership on the client side who strongly encouraged and sponsored the Journey.
A Journey designed with great subtlety to meet the needs and context, family business with over 30 years in the market. There were several meetings with the purpose of forming and developing a team of leaders, as well as defining strategic actions to sustain the company's growth.
A Development Journey with approximately 25 professionals who were taking on the role of leader in the organization. A very mixed group, coming from different areas of the company with different and complementary views, seeking to recognize and improve the behaviors and responsibilities of the 1st level of leadership to performance with their teams.
Implementation of the Advisory Profile Program tailored to the needs and profile of managers to improve the services provided in the market. A Program with a total duration of 48 hours, distributed in 4 Modules of 8 hours and 4 meetings of 4 hours. In addition, individual coaching sessions were held with some participants.
A long-term Journey, which featured a Horus team responsible for the Transformation. Support the implementation of SAP S/4 Hana for the Transportation business unit of the company. There were numerous users involved in the project from different locations. A partnership with Cognizant, responsible for implementing the system.
A partnership that we are supporting in the challenges of the Journeys of Transformation, as well as Human Development Programs. We started with the Ariba solution implementation Project, held process workshops to capture improvements and integrate teams and now our work aims to develop and support the actions of the team of Ambassadors for Culture and Innovation.
Support for the Harmonia Project's Transformation Journey, whose challenge was to implement SAP S/4Hana due to the acquisition of a new company by the group. Intensive support in defining the strategy and implementing actions with the client's GMO team.
This Journey with Innoscience was a delight. The challenge was to design a Development Program for the Heads of teams whose challenge is to design and deliver Innovation Projects to the market. There were 7 professionals involved and the Program included a Journey of 2 face-to-face meetings and 2 Individual Assessment Rounds. Horus contributed to the analysis of leaders' profiles and coaching process to better perform their role within their teams. Topics covered: People development, ability to capture subtle aspects and feedback.
The relationship with ERM began due to the need to support the CEO and his Directors in designing Brazil's Local Strategy in line with Global guidelines. The challenge consisted of 22 interviews with key Stakeholders and a survey involving more than 80 professionals prior to the 2-day workshop, whose main objective was to facilitate discussions on the current situation to design the future vision and strategy to support the implementation path in Brazil.
Uol
A short-term performance, but surely, we left an impression with our model of developing Workshops.
Alpargatas
Several projects, with a lot of Horus involvement. Many challenges as a project team and several stories to tell of our achievements. Multination of cultures, from different states of Brazil and other countries. We have achieved our goals as a team.
Firmenich
A relationship that involved professionals from different cultures, merging into a diverse team in how to perform and relate. A challenge of languages and cultures during the process of change.
Pão de Açúcar
A lot of partnership. An open, flexible team with a lot of energy to carry out the change and implement the new model. Months of interaction and interesting challenges that culminated in a new area aligned and recognized in the company.
Camargo Corrêa
A large group of people involved in a great challenge of a project that included all the parent and it`s child companies of the group. Many parallel initiatives and a lot of people contributing in this scenario. Several partners have left us many learning and good relationships.
Gerdau
For an extended period of time, Horus supported the development program of one of the plants of the company. Professionals with a desire for development and growth and a relationship of extreme trust that leaves us longing and many exchanges of knowledge.
BNDES
Some years of acting, with excellent relationship with the team responsible for Change Management at the client side. Partner and flexible people. Many challenges related to the other teams of the project, however we managed to fulfill our mission. Joint action with Dextera Consultoria.
Cargill
A long period of intense action, with the challenge of a broad change and in the spheres of the intangible: culture, Identity, among others. However, we find professionals and leaders extremely open and willing to make it happen in a different way. We took many learning about adverse cultural contexts in different locations. We learned the value of listening, watching to perform properly.
Unilever
Several initiatives where we have been partners. We built concepts together, we executed empirically and we developed a lot of force in our delivery. We learned about understanding how cultural aspects are fundamental to a change/transformation.
Corn Products International
A complete cycle of a system implementation, involving different cultures and an integrated vision of a project. Many internal and external partners. We made friends and brought knowledge of the segment.
Starbucks
Short acting in the accomplishment of a diagnosis, that allowed us to understand more of the business, the segment and the future strategy of that moment.
Capgemini
The beginning of Horus, which was advancing in our knowledge and ways of acting. A lot of learning and understanding of the contexts that would follow in our journey.
Accenture
A known partner of Horus, because it was where the founder has developed. A major challenge was to create and implement an innovative program to accelerate the process of hiring and training professionals. Long stories and good exchanges with old friends.
Natura
Short term and whose objective was to add value to the model of Change Management in the company. We have acquired a good understanding of the segment and its culture.
Gafisa
Special and punctual participations, where we have learned more of the segment and its challenges at that moment. Many partners involved. Openness to the growth of professionals who have been trained as “Train the Trainers”. Joint action with Dextera Consultoria.
Main cases of Horus
Some Horus’s cases within the different market segments in which we operate.
Support in a strategic and operative way the new Financial organization in Latin America, through the construction and joint creation of a unique Identity in the region, facilitating workshops for LATAM management team, communication actions, involvement and preparation of those directly impacted. Impact on more than 800 professionals, located in Mexico, Brazil, Argentina, Paraguay, Uruguay, Andean Region, Colombia, Costa Rica, Nicaragua, Honduras, Guatemala and Venezuela.
A project that Horus worked in partnership with Cognizant in an ERP implementation integrated with various systems of the company. Our role was to design the solution that focused on supporting the transformation in general. We operate under 2 essential pillars: (1) Transition Journey, which consisted of the Communication, Stakeholders, Organizational Impacts and Training strategy and plans and (2) Individual Journey with a focus on the subtle part of the transformation, working with Assessments, surveys and the preparation and development of change agentes of the impacted areas.
Facilitation of programs to integrate plant teams to perform as a working cell. Training of more than 400 professionals. Development of reports at the end of each session as a way of identifying the areas of improvement for future management actions.
Engagement Journey with the involvement of 9 members, part of the company’s leadership team, with the purpose of developing certain knowledge and capacities, as well as defining the strategic plans for the coming years. And it also included specific Assessments with the production team to raise opportunities for improvement. Many enriching meetings for the leadership team, that starts to assume management responsibilities in a more synergistic and aligned way.
Elaboration of a recruitment and training program, designing the program in general, coordinating those involved and executing with the partners. It was defined as mandatory internal training for new consultants focused on ERP/SAP implementation.
Support in the development of the internal methodology of the company to enable consultants in order to play a more effective role with the clients.
Horus customized the Advisory Profile Program for Cognizant in order to develop subtle capabilities for a more strategic, relational and consultative role. The Program involved around 21 managers and included Case Studies that had the participation of ex-executives invited by Horus in the role of clients to make the experiences more real and practical.
Leader Development Program to better work with their teams regarding the feedback process, mapping subtle capabilities to work in the Innovation consultancy segment. Workshop, Assessment and Individual Coaching.
Design of a robust process to conceive the vision of the future and built the company’s strategic planning in Brazil by mapping the current situation and opportunities. Consolidation of the diagnosis and generation of planning with the pillars and required actions. Interviews, questionnaire and 2 days of Workshop with the CEO and directors.
Implementation of ERP/SAP to attend a specific solution of the textile sector. Acting in the front line leadership of Change Management. Approximately 350 professionals from the Sales, Production, Supply Chain and Finance areas distributed in 7 plants of the company. The project team was made up of professionals from different cultures based on the specific solution of the ERP/SAP system.
Employee satisfaction survey (climate) project, deepening results and facilitating focus group sessions for improvement actions with approximately 3,000 employees involved in the 7 plants and head office. Consolidation of results and work with the leadership of each locality to define action plans.
Support in the elaboration of the Change Management area of the company with the centralized PMO for prioritization and execution of the corporate projects.
Project Implementation of CRM systems in Chile and diagnostic of usability of the post-implementation tool throughout Latin America to detect areas for improvement and definition of action plans with the board and leadership of the countries.
Acting in the diagnosis and definition of the support plan to change the unification of the Call Center area of the company.
Support the implementation of a new system for the Sales and Trading area in Mexico.
Leadership of the Change Management of a project with a global ERP/SAP template, including: Strategy and plan Implementation definition, Stakeholder management, Communication and Involvement, Training, Training of change agents and train the trainers, among others. Nine countries involved in Latin America, and South Korea, with CM alignment in the company’s headquarters (USA).
SAP S/4Hana implementation project for + than 10 areas of the company, totaling + than 2,000 users in 4 regions of Brazil. Horus worked together with the Project management and the internal GMO team in the elaboration of the strategy and implementation of the Communication & Engagement actions, Preparation of the Leadership Team (Agents of Transformation), Organizational Impacts and Training. In addition, Horus helped to design and implement actions of the Post-Implementation strategy.
Implementation of ERP/SAP for all companies in the group. Acting in the coordination of the Organizational Impacts and Training, involving 11,000 employees in the change. Strong performance in the definitions of the new processes roles with key users and direct participation in the project management team.
Outsourcing of the IT area. Responsible for elaborating and executing the transformation plan and the workshop to prepare the impacted professionals to build the new IT structure. Approximately 180 impacted professionals.
Support in the creation and structuring of Pricing area. Preparation of a change plan focused on Assessments, impacts of the processes, interviews with the main Stakeholders to develop mitigation actions, as well as communication and sensitization.
SPED project support, electronic invoice focused on change and impacts.
Responsible for the elaboration and facilitation of a Workshop to enable the leaders of the company to play the change agent role.
Payroll implementation project, whose challenge was to integrate and harmonize the processes of two companies that merged BP Bunge. Cultural, process and technology changes that required a strong management support (PMO) to ensure team integration. Communication plans and actions, organizational impacts and training. A Journey full of challenges, especially due to the short term of implementation. In addition, 100% remote performance of the entire team.
Ariba solution implementation project for SPIC’s Procurement area, which involved around 22 direct professionals and the entire organization due to changes in policies, processes and procedures. Horus’ performance had 2 Streams, which consisted of integrating the Poupa Tempo and Procurement teams, forming a single Identity through 4 workshops and the scope of GMO, which involved Communication, Impact and Training actions. In addition, we collaborated with the design and facilitation of 2 process workshops for the Commercialization and Regulatory areas with the aim of integrating teams and capturing opportunities to generate action plans. We were also invited to help integrate and assist in the action plans of the Team of Ambassadors made up of 7 professionals through monthly sessions to disseminate and enhance the company’s values.
Horus’ challenge was to support the JCA Group in the design and facilitation of a Program focused on training new leaders. The Program was named: Leading: Taking on a new direction and addressed, through practices and debates, themes such as self-knowledge, Human Biography, which allowed broad interaction among participants, time management, the art of asking questions and providing feedback, the expectations of the company with the new role and archetype of the Trimembration of Anthroposophy. There were 2 Modules of 8 hours and 4 Meetings of 4 hours for deepening and practices.
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