Isabelle Jacob-Nebout, can you tell us about your company's management philosophy?

At Indosuez Wealth Management, we have undertaken a major cultural and managerial transformation in order to meet today's challenges and prepare our organization for the future. We are also facing increasing demands from our customers, employees, partners and regulators. In the age of digitalization, it is essential to focus our teams on high value-added missions, while at the same time managing multiple transformation projects.

To meet these challenges, we have defined several clear objectives. We aim to strengthen the commitment and performance of our employees, so that we can continue to provide our customers with the best possible service. This approach is based on three pillars: empowerment, trust and initiative. Simplifying our organization is also a priority, as it enables us to become more agile. We firmly believe in empowering teams, not only in the interests of our employees and the company, but also for the benefit of our customers. What's more, we want to enable managers to focus on the why rather than the how. By strengthening commitment, we aim to accelerate collective performance and efficiency.

To achieve these objectives, we have introduced a number of initiatives. In addition to individualized support for senior managers, we have introduced a three-month team coaching program. The aim of this program is to anchor changes in operating methods and interactions.

Through these efforts, we aim to create a more agile, responsible and high-performance corporate culture, capable of meeting the expectations of all our stakeholders.

What do you expect from your managers in terms of management?

We expect our managers to adopt a "lead by example" approach in terms of rigor and operational excellence. They must not only drive our strategy, but also embody it on a daily basis. This means they must be role models for their teams in terms of behavior and performance.

What's more, it's crucial that our managers are accessible. Accessibility fosters open and transparent communication, which is essential to creating a collaborative and inclusive working environment. We also expect them to be both demanding and caring. Caring is at the heart of our management culture, and contributes to a climate of trust and mutual respect.

These qualities are essential to inspire and motivate their teams, and to achieve our common goals.

What does it take to become a manager at your company?

First of all, becoming a manager is obviously not the only possible career path within our organization, and we attach great importance to business expertise, whether in sales or support functions.

Whenever possible, we give priority to promotions or internal mobility when it comes to filling vacant managerial positions. Developing our talents is a central element of our Human Resources project. We are keen to give regular opportunities to experts who demonstrate commitment, seriousness and an attitude in line with our values, culture and ambitions. To help them make the most of this opportunity, we provide training, advice and feedback on their actions as managers. You're not born a manager, you become one.

In terms of managerial training, there are two tracks. The first targets junior managers and is designed to support them as they take up their new positions. The second program is aimed at more experienced managers, enabling them to take stock of their managerial practices.

In your opinion, what are the challenges facing the French-speaking financial center in terms of skills development?

One of our key challenges is to continue to foster a culture of excellence and expertise. It is essential to maintain high standards to remain competitive in the global marketplace, and to offer quality services to our customers.

The integration of sustainable finance across all business lines also represents a major challenge. Sustainable finance is no longer an option, but a necessity, and it is crucial that all industry professionals are trained and made aware of it to meet the expectations of customers and regulators alike.

What's more, the integration of new technologies, such as artificial intelligence, is essential if we are to benefit from efficiency gains and concentrate on high value-added missions. Facilitating this integration while maintaining robust information security measures to protect sensitive data is a major challenge.

Finally, it's important to manage the expectations of new generations, particularly in terms of mobility opportunities within organizations. Young professionals are looking for work environments that offer them not only challenging projects in line with their values, but also flexibility and opportunities for personal and professional development.

The challenges of skills development in the French-speaking financial center are manifold, and require a holistic approach to ensure the sector's sustainability and growth.

Isabelle Jacob-Nebout

Head of Wealth Management, Indosuez Wealth Management in Switzerland