Authentic Transformation Summit

Brussels – November 4th, 2019

Can large organizations transform into collaborative ones?
With which human, societal and financial impact?

The summit

Phusis Authentic Transformation Summit 2019

Collaborative governance

In 2012, Harvard professor John Kotter, best-selling author of “Leading change”, wrote in HBR : “The hierarchical structures and organizational processes we have used for decades to run and improve our enterprises are no longer up to the task of winning in this faster-moving world. […] Mounting complexity and rapid change create strategic challenges that even a souped-up hierarchy can’t handle.”

To answer that challenge, thousands of organizations across the world have since then adopted new managerial practices to become “Teal”, “Liberated”, “Holacratic”, “Sociocratic” or “Agile”.

In 2017, the worldwide “How Report” by LRN showed that the percentage of organizations attempting to adopt one of the above mentioned collaborative governances exploded from 3 to 8% between 2012 and 2016, leading to positive results both in their staff’s well-being and in financial results. Since then the numbers have kept rising.

So far however, the organizations adopting successfully these new governance models have been high-tech start-ups and small to medium organizations (below 200 people). But recently large multinationals have increasingly shown interest in testing these models. And some have started to implement them.

Are they being successful? What does it take?

As It Happened


6 workshops animated by business leaders with practical experience of collaborative governance.


Large multinationals have increasingly shown interest in testing collective governance models and some have started to implement them. Are they being successful? What does it take?


People and experts met informally to share experiences.

  • What is the role of executive management in setting up a collaborative organization?
  • Can a transformation come from the field or does it necessarily have to be driven from the top?
  • Is there a perfect balance between « letting go » and controlling to achieve the best results?
  • What are the interactions between cultural, structural and personal transformation? Is there an order ? What key initiatives influence each other?
  • How to manage the individual and collective paradoxes encountered on the way?
  • What is the role of those who resist the transformation? How should we deal with them?
  • What approach to transformation? Disruption or evolution?
  • How to manage multiple speeds in the transformation?
  • What is the purpose of support services in a collaborative organization?
  • How to manage the intensity required for such a transformation over time?
  • What are the particularities of this type of transformation in an international organization? In a public organization?
  • Which transformation path for my organization? What are the main steps and why?
  • How to measure the collaborative maturity of the organization?
  • How to measure the impact of a transformation?
  • What are the requirements for a transformation journey? How do we know when the organization is ready for it?
  • What can I expect from consultants, what will we need to manage ourselves?
  • How can I free myself from the support of external consultants?
  • What are the obstacles and what can we do about them?
  • How to use power dynamics to the benefits of the whole organization?
  • What kind of support do power holders need on the journey to collaborative management?
  • What leadership is required for a collaborative organization?

Maison Babel aims to support unaccompanied foreign minors who have obtained a residence permit in Belgium and wish to carry out a life project and settle autonomously in Brussels.

Sharing the impact

Authentic transformation is also about having an impact on people and the environment around us.

Our team had selected a list of 4 non-profit organizations. People were able to vote for one of them during the registration process.

All benefits of the Authentic Transformation Summit have been given to the cause that has collected the most votes: Maison Babel.


Bauduin Auquier Portrait

Bauduin Auquier

Program Manager IMAGINE at RTBF

After 20 years of work experience in the human resources management across different large companies, in the private as in the public sector, Bauduin Auquier is now supporting companies in the transformation of their organization with a focus on the emergence of collaborative methods to reconcile performance, employees, engagement and contribution to the common good

Mehdi Berrada Portrait

Mehdi Berrada

Co-founder and Charmain at Agronutris

Mehdi Berrada worked 7 years at Rothschild (M&A) and 10 years at the head of the Poult Group. During this time, the culture and the organisation were profoundly transformed. Now Mehdi Berrada is CEO of Agronutris (pioneer in insect breeding) where he leads a project of social and environmental transformation.

Ariane Bouzette Portrait

Ariane Bouzette

Project manager at the Jolimont Group & Consultant

Ariane began her professional life in glaciology research at the ULB before becoming administrative director of the health sciences sector at the UCL.
In 2009, she joined the UCL Namur University Hospital as Director of Continuous Improvement, Quality and Development. For 10 years, she led the lean transformation of the University Hospital in close collaboration with the Executive Director and the Executive Committee.
Since July 2018, she has been managing the Jolimont Group’s strategic hospital project and other cross-functional projects. She also supports several management committees in the health sector that are engaged in a global managerial transformation of their institution.

Anne-Laure Cordier Portrait

Anne-Laure Cordier

Human Resources CE at Goodman

Anne-Laure Cordier graduated from ESSEC Business School. In her successive positions she developed and perfected her training in communication, process management, human resources and organizational development, until she managed projects of cultural change in large organizations. She is currently working for Goodman Europe, where she heads “Engage”, a transformation program, developing wellbeing and agility, in order to enhance performance & happiness.

Dirk D'Herde Portrait

Dirk D'herde

Managing partner of Archipelago Architects

Dirk D’herde graduated from KU Leuven in 1980. Since 2017 he is the managing partner of Archipelago Architects, a major Belgian architectural firm with +/- 120 collaborators working from two locations (Louvain and Brussels) with a broad thematical perspective but focusing on projects for caring, living, working and learning. After the new positioning of Archipelago Architects in the market, his attention is now fully focused on establishing a fluid and flexible organisation within the Archipelago group.

Patrick De Coster Portrait

Patrick De Coster

Associate general manager at CHU UCL Namur

Dr. Patrick De Coster was trained in medicine before obtaining a master’s degree in hospital management.
He is currently Associate General Manager of UCL Namur University Hospital. Interested in collaborations between hospitals, he is also very active in the medico-social community and member of several commissions at the FPS Health.
Professor Emeritus of UCL, he is also co-holder of a teaching on Lean management in different universities. Since 2009, he has seen in the Lean a coherent managerial framework, advocating the values he has always defended

Ulysse Dorioz Portrait

Ulysse Dorioz

Director of Transformation at Ile-de-France Regional Council

Ulysse Dorioz, a graduate from HEC Montréal, began his career as a mergers and acquisitions business analyst in North America for Desjardins Bank. In 2016 he entered France’s public administration, as the strategy and transformation advisor of the head of Human Resources of the Ile-de-France Region. Since 2018, he is at the head of the Region’s Transformation directorate. The aim of this transformation project is to rethink the Region’s goal from being a public service to being a public administration with its citizens at the heart of all its politics and thus creating what the public administration of Tomorrow will be.

Michel Halet Portrait

Michel Halet

Deputy CEO at Partena Professionals

Michel Hallet is a top-manager, member of the board of directors of several organizations, renowned for his great skills related to strategy and change management. In 2009, he entered Partena Professionals as Chief Finance & Strategy Officer and became deputy CEO in 2014. In this position, he is currently working to better tailor the expectations of Paterna’s customers in a more efficient and autonomous organization. His multidisciplinary team, directly responsible to customers, is self-directed from internally clarified roles with operational objectives based on the generally agreed priorities.

Céline Motte Portrait

Céline Motte

Responsible for Growth and Innovation for the Cofidis Participations Group

Céline Motte’s professional career has been almost entirely in the Cofidis group. During the last 6 years as General Manager of the belgian subsidiary – and thanks to the discovery of Frédéric Laloux’s work – she initiated her personal and managerial transformation, inspired the transformation of the company and encouraged its employees to start their journey. In 2019, Céline took charge of creating a Development and Customer Experience Department within the Group’s Executive Committee, whose challenge is to transform operations. It implements the same levers for the development of collective intelligence and agility at the group level.

Brian Robertson Logo

Brian Robertson

Co-founder of HolacracyOne

Brian Robertson is the world’s foremost expert on Holacracy, a revolutionary framework for running self-managing organizations. After years as CEO of an award-winning software company, he co-founded HolacracyOne to share this innovative framework with other organizations ready to self-manage. Brian wrote the book Holacracy: The New Management System for a Rapidly Changing World.

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