Change management in practice
From a regional strategy rollout to a four-year digital transformation: the situations, my contribution and the work developed with the teams.
One sponsor, three companies
The same Chief Digital Officer brought me in three times.
- 2020–2024Swiss watchmaking
- 2024–2025Global sporting goods
- 2025Fashion and accessories, EMEA
Scaling collaboration as the digital organisation grew
36 → 190
People in the digital organisation during the programme.
- Context
- A heritage watchmaker was moving from B2B towards direct-to-consumer. As its digital organisation grew, the work included establishing common ways to plan projects and coordinate across teams.
- My role
- Four years alongside the Chief Digital & Technology Officer. In 2023, I consolidated the teams’ workshop proposals into eight recommendations for shared working practices.
- Recommendations
- Shared project kick-offs, planning and reporting, business involvement and support for new hires. I also set out the capacity needed to build and maintain these practices alongside project delivery.
Connecting leadership development to strategy execution
120 managers
In 35 countries.
- Context
- The region needed to turn a common strategy into work across countries and functions. My proposal put the business projects at the centre of leadership development, so the learning would connect directly to implementation.
- My role
- I helped align 120 managers around the strategy and co-designed 15 activation workshops and 6 executive keynotes.
- Work delivered
- A three-year strategy map and a roadmap of 100+ projects, developed with managers across 35 countries.
Clarifying what each Digital & IT team owns
15 teams
On one 3-year roadmap of 30+ initiatives.
- Context
- A three-year transformation roadmap required coordinated work across Digital & IT. Each team needed to understand its contribution and where its responsibilities met those of other teams.
- My role
- I supported the 15 teams and led the leadership workshop. The session centred on team mission prototypes, with overlaps and unclear responsibilities marked for discussion.
- Work developed
- Team missions, working agreements and meeting routines for a collaboration playbook. Consolidation and validation were planned after the offsite, with an internal owner for the follow-up.
Activating a new commercial organisation
10 teams
Working in parallel during a 3-day workshop in Germany.
- Context
- A fashion and accessories group was setting up a new commercial organisation across EMEA.
- My role
- I designed and ran a 3-day workshop in Germany, with 10 teams working in parallel on the activation.
One transformation process for a global network
25 centres
International delivery centres in the network.
- Context
- Leaders needed one transformation process and an integration roadmap for the whole network.
- My role
- I facilitated the leadership agreement. Each step got an owner, actions, resources and timing.
- Work delivered
- A unified transformation process and an agreed integration roadmap with the Business Services functions.
Supporting a transformation office
50 days
With the Transformation Office and Digital Services.
- Context
- The group was building its Digital Services organisation and its transformation capabilities.
- My role
- Organisation design with the Transformation Office, coaching for Digital Services, and a digital capability roadshow with the maisons.
Agreeing how teams start and coordinate work
5 groups
Contributing to an alignment workshop with leaders and team leads.
- Context
- Teams were starting work without a shared view of priorities, ownership or success criteria. Cross-team dependencies needed clearer decisions and follow-up.
- My role
- I co-authored the workshop findings and follow-up recommendations for the leadership team and team leads.
- Work delivered
- Consolidated team agreements and separate action checklists for leaders and team leads, covering project starts, meeting decisions and follow-up.
ICU capacity during the first COVID wave
32 → 110
ICU beds available after 5 days.
- Context
- A Geneva hospital of 1,900 beds had to expand its intensive-care capacity within days.
- The method in the field
- TAM coach Alain Giannattasio used the Team Alignment Map with the crisis and operational teams. The map was designed to be run by others.
- Reported outcome
- The hospital teams expanded intensive-care capacity from 32 to 110 beds in 5 days, using the Team Alignment Map to support their coordination.
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