Consulting On Change Management
My approach to Change Management is practical and goal-oriented to suit the unique needs of each organisation I work with. It is rooted in the rigour of of well-tested change models as illustrated below. (click on the diagram below for a larger view):
“Laure’s perspective is useful to me and the team; she pushes us to think hard about the choices we make.
As a result, the final outcomes are balanced and embraced by all. I genuinely thank her for that.”
CEO - Consumer Bank
As a result, the final outcomes are balanced and embraced by all. I genuinely thank her for that.”
CEO - Consumer Bank
Examples of change management projects I worked on include:
Digital Culture:
Shifting the culture of a Consumer bank from traditional banking approach (brick and mortar) to a digital financial service provider (virtual acquisitions and services and minimal physical footprint) is a challenge I worked through in 2015. An abundance of technology and tools existed and were rolled out as part of the transformation, though the most important thing was to get the buy-in of the employees and allow the impacted individuals to create genuine change. This process begins with a change in mindset - there is a business case for change -. It became the catalyst for a compelling vision for the future. Engaging all in that vision was a large part of my contribution to the project together with measuring success.
Shifting the culture of a Consumer bank from traditional banking approach (brick and mortar) to a digital financial service provider (virtual acquisitions and services and minimal physical footprint) is a challenge I worked through in 2015. An abundance of technology and tools existed and were rolled out as part of the transformation, though the most important thing was to get the buy-in of the employees and allow the impacted individuals to create genuine change. This process begins with a change in mindset - there is a business case for change -. It became the catalyst for a compelling vision for the future. Engaging all in that vision was a large part of my contribution to the project together with measuring success.
Divestiture and Integration of businesses:
Between 2013 and 2016, I participated in the divestiture of 8 Consumer Banking businesses in the EMEA region. My role was to focus on the people agenda of any businesses not core to the overall Bank strategy. In that context, I played a key role in the de-integration plans for the businesses for sell. I participated in the development of a compelling story to use internally and externally, taking the buyers' and employees perspective very much into account. Finally I delivered all aspects of the divestiture relating to the employee agenda from "due diligence" queries to making sure all the lights were "switched-off" at the end of the project.
Between 2013 and 2016, I participated in the divestiture of 8 Consumer Banking businesses in the EMEA region. My role was to focus on the people agenda of any businesses not core to the overall Bank strategy. In that context, I played a key role in the de-integration plans for the businesses for sell. I participated in the development of a compelling story to use internally and externally, taking the buyers' and employees perspective very much into account. Finally I delivered all aspects of the divestiture relating to the employee agenda from "due diligence" queries to making sure all the lights were "switched-off" at the end of the project.