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Success Stories



Discover how we protect a reputation


All the examples below to prove the value of resilience communication. 

Maintain Trust whatever happens over time.





High exposure Projects


When a high-exposure strategic project can ruin a reputation





Cyberattack


The consequences

of a data leak.





Resilience Communication


in a Multi-Family Office




Pandemic


When COVID turns an organisation upside down



Strategic Projects under Reputational Pressure



Geneva E-Voting Solution


the First E-Voting solution
used for real polls
, worldwide.


The Challenges


  • Highly political environment between cantonal and federal Governments
  • B2C/B2B/B2G Communication
  • Tense collaboration with an non-ethical partner
  • Under the microscope of international media
  • Strong opposition from some political parties



The Players


  • Robert Hensler,

    Chancellor of Geneva State,

    Project Sponsor
  • Claude Bonard, Vice-Chancellor of Geneva State, project coordinator
  • Michel Chevallier, Communication Director of Geneva State, project Spokesperson
  • Jean-Marie Leclerc,

    IT Department of Geneva State
  • HP Engineers Team, developing the technical solution
  • Rolf Gobet, HP Account Manager
  • Maryse Rebillot, HP Communication coordinator
  • IT team, Federal Government
  • Verisign Team



Project Scope



Political Adoption


Adoption by the Geneva Grand Council to obtain the support against the opponents, vis-à-vis the Confederation, which wants to harmonise the electoral system in the country, and finally to release the needed
budget.  



Project Setup & Management


  • Compose and build the project team
  • Define the Roles and the Responsibilities
  • Define the project specifications and scope
  • Define the project planning and milestones
  • Organise the workflow and processes



Technical Development


Development of the solution by the IT engineers of HP and Geneva State, including the security and confidentiality questions with Verisign team. Organisation of testing groups with schools. Liaison with the IT
department of the Federal Government, evaluating the different solutions developed in other cantons.



Communication


Internal communication within the project team, with the Chancellery, and the IT Department of the Geneva State. Crisis communication strategy.

External communication with the voters (B2C strategy), the business leaders and the media (B2B) and other autorities (B2G) – federal and cantonal.  



B2B/B2G Communication


  • Conferences to present the solution and the situation
  • Media strategy
  • Q & A Sessions at key milestones



B2C Communication


The big piece of the communication plan to convince Geneva voters to use the solution.

4 main action lines.


  • Educational campaigns (online videos, explicative leaflets, interactive terminals in public places and administrations)
  • Media strategy to involve targeted journalists with a strong image in the adoption strategy
  • Dedicated web page on the Geneva State where citizens could find any information they would need, plus ask questions.
  • Q&A sessions at key milestones to keep the public informed about the progress against the schedule defined for Asnières polls on January 2003.  



Anières polls,

the Truth test


After obvious turbulence in the implementation of a such ambitious project like this, multiple tests, crisis scenarios carried out to reinforce collaboration processes and communication (mostly against opponents),
came the Trust Test with real polls.



Final Results


  • 100,000’+ users over expectations
  • Geneva State seen internationally as a pionneer
  • Switzerland’s image strengthened as a leader in innovation
  • Detractors & opponents under control
  • International press coverage successfully mastered
  • Smooth collaboration with the Federal authorities





World Summit of Information Society


Fighting the digital divide


What’s WSIS?


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The Issue


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Client Testimonials


oz’n’go founder experience in crisis management.





Maryse has built and led an international team in the World Summit on Information Society. In a short time, under pressure she has demonstrated great organisation skills, commitment, initiative in connection
with multiple stakeholders and creativity with budget control. She gets things done in critical missions.


didier philippe


President, Macro-Entreprise Acceleration Institute




Maryse’s role encompassed the setup of a booth (communication, brand, complex technical aspects for the demo, PR and media coverage, conferences by Executives, and one-to-one meetings with high-level civil servants
like Kofi Annan, WEF leaders. She demonstrated strong leadership in creating with a limited budget an efficient platform where people from different background could communicate. (researchers, sales, diplomats,
politicians)


Jean-paul clemente







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When a Team rises up against Management


Whether it is a strike or just a rebellion, whatever the cause,

you have to act rapidly and decisively to restaure the peace withing the organisation 



Turning conflit into commitment


A first (tough) Leadership Experience


The Appointment


The Stage


Just been appointed as Director for the first time, tasked with growing a small office to a solid subsidiary from the ground up-building the team, organising roles, securing a budget, setting workflows, and developing the
tools. 


Exciting but daunting challenge, especially since he was stepping into a leadership role among my peers.



The Rebellion


The Shock


Almost immediately after his appointment, the team-of which he was a member before- rose against him. Tensions were high, fueled by mistakes from higher management. The discussions were tense, and at times, even
felt violent.



The one-to-one approach


Facing the crisis Head-on


To tackle the very tense situation, we held initial discussions to prepare the one-to-one chats between the new-appointed Director and the team members. Some influencial members were spreading the idea he was
manipulative.


We advise individual talks to avoid him to be outnumbered and keep the narrative under control. We recommended to listen to his colleagues to understand their reactions and their concerns first, with patience.
Doing so, his team members could vent their emotional overload .



Drawing the Line


The turning point


Patience is good but it always come eventually to a moment of decision. « Either you’re with me or without me . » This moment must come neither too early nor too late.

We guided our client to determine this moment according to the situation, his emotional state, and the business stakes.

We made some recommendations on the approach. Always give a « take it or leave it » choice but on a smooth manner.  



The new Reality


The Outcome


After exhaustive discussions, where our client was called a dictator, came the moment of truth.

A couple of team members chose to leave but most stayed. 

Time to offer new rules of engagement, we helped to define with the objective of beginning a new path and new trust relationships. 



Building a new Trust


A new Beginning


One of the crucial points to create a new trust is to involve them in key decisions to develop a collective vision of the future. 

Each team member needs to feel s/he has a role to play with her/his skills, knowledge and competencies.

One point we underlined in this case was to involve the team in the hiring process of their future colleagues. 



The Transformation


The complete Turnaround


One of the crucial points to create a new trust is to involve them in key decisions to develop a collective vision of the future. 

Each team member needs to feel s/he has a role to play with her/his skills, knowledge and competencies.

One point we underline in this case was to involve the team in the hiring process of their future colleagues. 




When a team rises against mamangement, emotions are very high and productivity falls. Successfully navigating the crisis requires clear thinking and the right approach.



Expert’s insight for navigating a crisis


We have supported many leaders and their staff through crisis.

We have experienced such crisis ourselves. (Read in the slider how we guided a brand new team manage
r appointed to a new Director position)


We have developed tailor-made tools that can be customised for any situation.

Our methodology is based on common sense and the objective of calming the tension to create the dialog that will be allow the compromise and the return to peace. 


Our experience proves that every crisis helps us to improve our processes and our relationships. This is the true meaning of a crisis.  


We can help you transform crisis into opportunity.


OUR TWO CENT


Throughout the crisis, remember one simple principle.

Never take things personally, even when you are criticised for your behaviour, your decisions, your words. You have to separate who you are and what you do.





Cyber Attack



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Pandemic



An emergency expert has of course a professional toolbox and is familiar with well-proven and rehearsed protocols so that they become second nature. Doing so, her/his brain has the necessary bandwidth to imagine tailored alternatives
and strategies throughout the various stages of the crisis management.



COVID-19


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No matter how fortified an organisation might be, crisis can – and often do – emerge from unforeseen sources.


Unexpected crises require swift and effective response, while the teams are already overloaded by crucial tasks.

That’s where we come in.


Our tech experts will support your teams in analysing the problem and restoring the disrupted services.

Our crisis communication specialists will help you regain control of the narrative both internally and externally (clients, suppliers, media, influencers, etc.)



At this stage, convinced to get prepared?

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