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Generali - Leading Change Initiative programme

The Leading Change programme for Generali Infrastructure Services (GIS)

It is a fully integrated change management project to support the self-awareness, leadership skill-building, distance management learning, and empowerment of more than 100 business leaders, managing 1000 infrastructure employees, during their 2014 – 2016 transformation from local management in local language in 6 countries (Italy, France, Germany, Hungary, Czech Republic and Austria) to global management in a matricial functional structure, in English.

Contact


Turin Campus

Jessica Allasia
+39 (0)34 42 26 35 18

Why this programme?

The GIS Leading Change Project Team consisted of the ESCP Europe Torino Programme Manager, the Lead Consultant, and the HR Change Management team at GIS.

Leading Change Project Team members were based in 5 different locations in France, Italy and Germany, thus requiring weekly distance communication and rapid adjustment to Senior Leader and Middle Manager needs.  Workshops were facilitated face to face in Italy, Germany, Czech Republic and France. Coaching took place using phone and Lync video-conferencing.

 

Jennifer DIAMANT FOULON, Adjunct Professor, Academic Director and Lead Consultant, GIS Leading Change project“The 3-phase project took place over 16 months, combining needs assessment, executive briefings, executive coaching, training, peer coaching structure and support, key note presentations, and co-development workshops.

The pattern of assessing needs, designing workshops, combining leadership theory and action learning, providing follow-up coaching, and measuring impact took place during 3-4 month project phases, with weekly contact between GIS Leading Change project team members to ensure real-time support for the Senior Leaders and Middle Managers charged with successfully designing and implementing the GIS transformation.”

Jennifer DIAMANT FOULON,
Adjunct Professor,
Academic Director and Lead Consultant,
GIS Leading Change project

A 3-phase learning process

Phase 1: Dec 2014 – Apr 2015

Needs assessment interviews with Senior Leaders, Executive Committee, HR leadership.

Online needs assessment for 85 Middle Managers. 2-day workshop for Senior Leaders, 2 day workshop for Middle Managers (groups of 15). Senior Leader presentations about pending transformations and personal change experience.

Phase 2 : May 2015 – Oct 2015

Executive Coaching for Senior Leaders.

1 day workshop for Middle Managers (groups of 15), followed by 1.5 day workshop for Senior Leaders. Informal dinner discussions prior to workshops with Senior Leadership to model communication cascade.

Phase 3: Dec 2015 – Mar 2016

Executive Coaching for Senior Leaders.

1 day workshop for Middle Managers, followed by 1.5 day workshop for Senior Leaders.
Informal discussions with Executive Committee members to encourage deep democracy and empower through examples of autonomy, delegation and accountability.

Workshops themes decided

  • Change awareness
  • Emotional Intelligence
  • Organizational dynamics action learning
  • Coaching skills
  • Managing Vision, Mission, and Values discussions across cultures
  • Success stories, recognizing and acknowledging progress
  • Communication Cascade
  • Relational and Systemic Intelligence for accelerating trust
  • Workload Management (Eisenhower Matrix)
  • Peer Coaching models
  • Reinforce emotional, relational and systemic intelligence concepts
  • S.P.L.I.T.  model for global team effectiveness
  • Distance communication action learning
  • Co-development for group coaching, problem solving and design thinking