Fabienne Bryskère
Senior Contributor
| Who am I ? | My pledge – Why I do what I do ? | What have I realised ? |
| Proud mother of two grown-up girls, happy wife living with my husband in Brussels, I like to share my life between my family, my friends, cultural life, and projects that fascinate me. After a rich career in retail and consultancy, I have specialised in accompanying men and women in their strategic professional choices and in the impact of these choices on their behaviour and organisation.
My 10 words : transparency, enthusiasm, transformation, continuous learning, co-creation, curiosity, architecture, classical music, impact, locomotive . My Values : loyalty, integrity, responsibility, autonomy.
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Intergenerational sharing is an under-exploited source of improvement in our society. Listening to the youngest opens our minds. Supporting them in their struggles, their desires while bringing them my experience will give more impact to their projects. I favour projects with a high societal value, focused on local resources and putting proximity and solidarity at the heart of their ambitions.
What expertise I bring to GINPI clients ? As a trained engineer, my sense of analysis and pragmatism bring reassuring guidelines to all those who are faced with major changes. 30 years of experience in retail have taught me to always have a transversal view and to avoid organisational silos. With several experiences as a CEO confronted with paradigm shifts, I can testify and challenge managers on the importance of anticipation and team involvement. I bring a methodical approach to the reflection and implementation of strategic plans with Noble Purpose. As a member of several boards of directors, I also specialise in governance, the importance of which is often overlooked. |
In each management position I have held, I have brought structure to support the strategy built in collective intelligence with the management team, and empowerment of the teams by setting up cross-functional and participative work groups to implement the action plans. By putting people at the centre of my concerns, while having a very clear view of the Noble Purpose of the companies or BUs I have managed, I have successfully led strategic transformation plans accompanied by the cultural change necessary for their success:
At Multipharma, we transformed the company to prepare for the deregulation of the pharmaceutical market, while respecting its DNA. At Mestdagh, by delegating responsibility and communicating the importance of direct communication, we successfully navigated the Covid crisis. At Carrefour, I was able to prove time and time again that process optimisation is a must, but only by involving the users from the start will it bring convincing results. As a consultant or administrator, I now support top managers by bringing a benevolent, objective and experienced outside view of their transformation projects and the necessary evolution of their posture. |
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