Verbier Tourisme is both Verbier's tourist office and the destination's promotional body. This merger took place when the current Director, Simon, arrived just over 5 years ago. Many changes have taken place since then, and today Verbier Tourisme has reached a new turning point, with a new chapter to write.

In a context of ongoing change, the team needed a new operating framework and leadership needed to give new momentum. A genuine need to give employees a voice, clarify the challenges at hand, and get them working together to find the right solutions was also identified, in order to give Verbier Tourisme a roadmap to follow to improve the team's overall performance.

A several-month programme, starting with a very comprehensive, anonymous survey followed by specific interviews to deepen and complete the quantitative analysis. The programme then continued with the formation of working groups around 4 priority issues, followed by 6 months of facilitating these 4 groups, with check-ins every 2 weeks and Steering Committees once a month. We maintained ongoing follow-up with the project lead as well as with leadership to ensure the discussions progressed well. In parallel, individual coaching for the Director helped redefine his posture, role, priorities and management style for this new phase of Verbier Tourisme.

The main challenge was to give power back to the teams, making sure they also had a say in shaping Verbier Tourisme's Employee Experience. This has now been achieved, as they spent several months reflecting on and then defining their priorities as a team! Additionally, leadership is now much clearer on the path and framework to follow, as well as the posture to adopt in this new cycle.

Stronger teams, renewed dynamism, and re-energised employees. 4 clear roadmaps, aligned with strategic priorities, were set out over an 18 to 24-month horizon to anchor the transformation for the long term.