Redondi Fabienne Red Belt Speak&Share Juin 2013In June, 2013, Red Belt organized in Geneva, a Meet Up dedicated to the leaders of 20 renowned companies settled in the Geneva county. The topic was «After you have reengineered the organization, how do you reengineer the mindsets that make it work? “. One leader of a Private Bank presented the results obtained thanks to Fabienne Redondi’s intervention.  Fabienne, accompanied with Anne Moity, and then presented her quite new approach of change management based on strengths: the Appreciative Inquiry method. The participants also experienced the impressive qualities of an appreciative interview, and discussed together about the benefits of this innovative approach in their particular contexts.

June 2013

Redondi Fabienne Red Belt Appreciativie Inquiry changement strategie equipe performance 2012-09An off-site 2-day summit was organized with 36 employees of a department (bank industry). The aim was to reflect about the future of the new entity, to define outlines and to identify the development axes. The collaborators of both geographical sites were invited, at first separately then all together. The participants, including the top management, all presents and involved into the working groups, have considered the initiative as a great success. Many employees shared their hope in the future. They explained that it was the first time they had the opportunity to cooperate, as equal to the management, in order to envisage the future. Following this exercise, five major axes have been identified, and implemented through ten projects, within six months.

September 2012, March 2013

Redondi Fabienne Appreciativie Inquiry Red Belt changement performance 2011-09The IT and Operations Executive of a bank has to meet an ambitious challenge: How to have two departments work together when they previously were separated, even rival? A two consecutive day seminar covered all the phases of the change initiative. Based on appreciative interviews, the workshops was rich in discoveries for the team members who knew each other a little.  They allowed the 18 participants to identify a shared vision and about twenty proposals for the future. Thanks to this initiative, nine critical projects were launched and implemented.

September 2011