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EXPERIENCES
EXPERIENCES

SCHNEIDER ELECTRIC

INNOVATION LAB

March 2018

Dedicated workshop for the HR management team, to develop a culture and practice of Innovation.

The workshop is based on the way to create innovative practices able to win the challenges of HR Management.

We worked with the Innovation Process (conceived by M.I.T. Boston) to experience the method that allows the innovation.

In particular, through the effectiveness of Observing and Questioning skills, we have created a prototype about an innovative way of induction within Schneider Electric Italy.



						

INPECO

GROWING PATH

2017-2018

Individual business coaching for CFO  to enhancing leadership and relationship skills able to influence people and manage complexity in a highly innovative and challenging context.

Individual business coaching for CTO  to enhancing the ability to manage innovation. 

Our CEO has conducted an individual business coaching for Inpeco’s Chief Innovation Officer (CIO). This coaching had two aims: 

The first one was to enhance his leadership and relationship management skills. Inpeco’s CIO acquired key competencies that will enable him to manage a highly complex business environment made of an extremely sophisticated network of decisive relationships. This ability to manage delicate situations will successfully drive products’ innovation into a large and articulated organisation. 
The second important outcome was to enhance his ability to respond promptly to a rapidly evolving industry. This adaptability not only requires solid leadership skills but also the capacity to constantly be curious and be inspired by the excellence on the market. The energy to pull positive change in the company and the willingness to never accept the second best solution doesn’t come automatically. Humans naturally need a source of guidance and inspiration outside of themselves able to revive their ambition.
As part of the business coaching, the CIO was also given support in developing a strategy for the future of his area of responsibility, including an analysis of key stakeholders inside and outside the organisations and best ways to liaise with each of them.

IPSEN

LEADERSHIP AND MARKETING 

MOSCOW  2018

1 DAY MASTERCLASS 

Focused on creating value through leadership and being able to communicate “your story”.

An inspirational and practical workshop  to experiment how to be a leader to influence the market and how to leverage on the self to better communicate your story, your brand, your products

KAROLINSKA UNIVERSITY HOSPITAL

GROWING PATH

2018

Individual business coaching for the Director of Research & Development, Education and Innovation

 

 

VODAFONE

1) DATA-DRIVEN DIGITAL COMMUNICATION SPACE 2017 – 2018

Co-design of an hassle free and seamless digital platform for tracking, generating, collaborating, sharing, analysing, communicating the data emerging from team works, projects, prototypes and the creativity of the Vodafone Global Network Engineering & Delivery organisation.

2) GENERATIVE ENGINEERING 2016 – 2017

One year project focused on prototyping and collaboration to improve agile working processes for the whole Global Network Engineering & Delivery team (1.200 people, 13 countries).

The project emphasises agency and generativity, meaning the ability of leaders to generate other leaders. A leader is not just a hierarchical boss, is a person able to influence others, creating the right conditions to help everyone to create value together. Generativity is a new leadership style based on developing the person as a person.

3) “Me2” – BUILDING LEADERSHIP IN A VIRTUAL ENVIRONMENT – 2012-2016
Change Management path involving 13 European Countries, 1200 people

Together with the Network Engineering Team, YBP created a new, innovative way of working and learning, supported by an exceptional on-line platform: an interactive space called “ME2”.
ME2 helps remote teams to work together with empathy on their projects, combining features from social networks, learning paths and managerial toolkits.
The platform also includes webinars and live events. It establishes a safe space in which people can get to know one another by sharing personal experiences and making pitches for professional ideas, while helping its users to learn about management and to further develop their leadership style.
ME2 enhances people, their sense of responsibility and their motivation to work better. Every person in the virtual Region is deeply involved, the real proof of the benefit it provides.

4) SMART WORKING FLEXIBLE THINKING – since 2015
Change Management path with Directors and Executives of Vodafone

YBP created and facilitated a dynamic path with Directors and Executives of Vodafone Italy to help them experience and adopt the new smart working strategy.
Smart working brings with it greater effectiveness, flexibility and adaptability for everyone, and closer interaction with customers. We helped the company’s key leaders to experience this cultural change and to live it at a personal level. The aim was to help them embrace this change, to become Vodafone’s first smart workers and to be role models for their teams and for the company as a whole.

5) VALUE CREATION THROUGH DECISION MAKING – 2013

Change Management path with 10 Directors of Vodafone Italy
An innovative project on decision-making with Vodafone Italy Directors.
YBP designed a real business workshop where the Directors experienced the impact of right and wrong decisions and reflect on decision-making process.
We involved Kevin Kaiser, Professor of Finance from INSEAD to help participants understand the strategic values of decision-making in a Company.

6) STAKEHOLDERS MANAGEMENT – 2012
Change Management Path with the business transformation team

YBP supported Vodafone Team to reshape CRM process and the structure of the Client’s offer in working on a simulation of stakeholders dynamics and how to influence them in complex projects.
The project achieved 2 main goals:

1. get to know, understand and diagnose all relevant interests supporting Team’s awareness

2. facilitate the Team using all their interests as a way to meet the personal interest of each individual involved.

HUMANITAS

PATHWAYS OF QUALITY:
First wave 2016 – 2017
Second wave 2017- 2018

Cross transformational project to reach an outstanding overall clinical outcome with respect to four areas: Clinical Quality, Organisational Efficiency, Human Experience, Patient Journey. The project changes the way of working and collaborating through multidisciplinary teams. The result is the improvement of the patient outcome and the decrease of costs.
The multidisciplinary teams involve different Humanitas hospitals, the research centre and the University, bringing together Clinicians, top Managers, medical and non medical staff to improve the clinical and management process on specifically selected diseases (stroke, hospital-aquired infections, prostate cancer, breast cancer, emergency cardiac care ).
How do we do it?

We start with the selected pathologies as a prototype and together with the hospital’s multidisciplinary teams we create the best Patient Pathways to transform how the hospital works.
We use a pluralistic method that allows us to scale up the approach to the whole hospital through:
– Prototyping to create Standardised and clearly defined pathways of care
– Communication to collaborate and humanise
– Digital for datification and sharing
– Strategy to create balanced scorecards and real – time measurement

Only with this method can the hospital be redesigned in an effective and efficient way

GROWTH PATH DIALOGUE – 2016
Individual growth path for medical top Management specifically designed inside the hospital reality.

INNOVATION AND EFFECTIVENESS FOR US – from 2014 to 2015
A 1-year Leadership path focusing on Innovation process for 40 Top Managers of Humanitas Research Hospitals
YBP is working with the Top Managers of Humanitas Research Hospitals, considered one of the most technologically advanced hospitals in Europe.
Following the Innovation Process, we have designed and currently are leading a project aimed at cultivating an innovative attitude and maintaining excellent outcomes.
The path has included team coaching sessions and plenary workshops to enable participants to:

1.    understand the group’s core processes, actively involving all participants

2.    understand why to innovate, why and how to innovate, and how to achieve the most radical and vital KPIs

3.    share, build and measure the changes which have occurred throughout the journey

Through structured team coaching, participants started to create both business and operative prototypes to innovate the core processes of the whole group.

FERRARI

WORKING TOGETHER – from 2010 to 2013
A 3-year project of Change Management with the CEO and SVPs of Ferrari
YPB designed a path, combining individual coaching, peer coaching, team coaching and workshops with the SVPs of Ferrari. The aim was to create the conditions for shared working practices within the team and to implement them systematically.
Constant innovation requires having to face unpredictable or highly complex situations. Teamwork makes this easier, providing better diagnosis and faster creation of corporate value.
We worked with Board Members, both individually and together, addressing both inter- and intra-group relations to improve collaboration and team effectiveness.

GRÜNENTHAL

1) TEAM DEVELOPEMENT – 2015
A 1-year Leadership path with the Country Managing Director and the Comité de Direction (Grünenthal France)
YBP worked with the Country Manager and the Board of Directors, combining individual and team coaching, to enable the company to grow.

2) BEING A LEADER TODAY – from 2012 to 2014
A 2-year Leadership path for 100 leaders of the Europe and Australia SBU
YBP ran a path on leadership for 100 of Grünenthal’s key executives leading operations in Europe and Australia. We designed, developed and led a highly experiential project, involving people, each and every one of them. The path was designed to help Grünenthal to live up to its goal of strengthening the value of each and every person’s contribution in the company, with intelligence and responsibility.

EY

EY LEADERSHIP -2016
A Workshop based path, involving EY Partners, to create a new leadership style that brings together all stakeholders, from millennial to partners.

ALLEANZA ASSICURAZIONI

ALLEANZA IN ACTION – 2016
A project to support the Internal Communication and the People Strategy plan of Alleanza Assicurazioni. We create awareness of the company culture and values, among the people, enabling them sharing their practices and experiences.

B-SOURCE

FROM IDENTITY TO RESULTS – 2014 – 2015
A 1-year Leadership path for General Managers of B-Source
YBP runs a path on leadership for the General Managers and the key people of the Swiss leader in business process and IT outsourcing for banks and financial industry. A path of awareness which started from a deep reality testing to comprehend and consolidate those behaviours which would enhance the company’s ability to face business challenges and maintain excellence.
“From Identity to Results” sustained B-Source leadership team growth through team coaching, individual coaching and effective business workshops developing the different leadership styles of General Managers.

GAMESTOP

AUDACIOUS LEADERS IN AN AUDACIOUS COMPANY – from 2012 to 2013
A 1-year Change Management path to sustain the new business model with GameStop MD and first line management
YBP created a path with team and individual coaching sessions focusing on the different dimensions of the company: culture, values and people.
Only understanding everyone’s own role and responsibility, as directors and as part of the team, it’s possible to set up the core processes in the Company and communicate them properly in the new business model.

VF

INDIVIDUAL DEVELOPMENT – 2012
Coaching path with the SVP Retail of VF Corporation
The path involved a comprehensive analysis of the business environment, strongly linked to the interaction with VF Corporation.

HOLDING TERRA MORETTI

1) HOLDING TERRA MORETTI – FROM 2008 TO PRESENT
Family business succession path
Individual coaching with the owner and his three daughters, shareholders of the Company, founded in 1967 by Vittorio Moretti. The Group involves eleven Companies ranging from wood and concrete construction, nautical shipyard buildings, wineries and resorts, which share the same purpose: to improve the quality of life.

2) CANTINE BELLAVISTA – BRAND STORYTELLING – 2016

A video to tell the “Bellavista soul”, the excellence of a wine becoming representative of the Franciacorta area.

3) BUSINESS MODEL- 2014
A change management path on the Business Model of Moretti Construction Company.
The path focused on its discussion, re-designing and implemention.

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