Bank Degroof Petercam, Brussel
Reporting to the COO I was responsible for running a change program across a 2 year timeframe for the COO division in Belgium and Luxembourg. I managed a team of 4 change managers and 20 change agents for different projects in the field of organizational, cultural and digital change.
I was directly managing the most critical cases where, for example, implementation was delayed, internal customers did not accept the changes or where there were interpersonal conflicts that prevented the changes from being supported by the organization.
As the right hand of the COO, I advised several members of the executive committee on change-related matters and I was the SPOC for the Private Banking division as they were the key stakeholders of the COO division.
My role was very broad thanks to the trust of the COO who always coordinated all organization / change / people related issues with me. Because I am a “doer”, I always wanted to be involved in the concrete implementation so I was automatically invited to participate in projects with a certain complexity or where little progress was made.
Concrete achievements: I implemented a collaborative IT tool for the bank which led to a new way of working together, I worked out a change approach for all IT implementations, made a proposal for a new E-2-E operations organization and coached the operations director during the implementation thereof, organized and facilitated all off-sites for the COO division where I was a speaker and trainer of large groups, worked out a burn-out prevention policy in collaboration with the HR division, organized try-my-job events to promote cooperation between divisions, led a large diversity project to better integrate young employees and gave multiple trainings on change, conflict management, team dynamics, interpersonal communication, etc…