Bibiana Bucher
Senior Consultant
I have always been fascinated by change and the opportunities that it brings. I experienced change early on in my personal life, through moving abroad, and later through switching to work in new professional areas. Thanks to all my years of experience in human resources and sales, I have built a solid business foundation and I know how to quickly empathize with clients' concerns. My passion is to help leaders communicate clearly and with empathy, transforming challenging change processes into successful outcomes.
Feedback I often receive from my clients: I am focused on solutions, I bring in different viewpoints, and I’m a good listener.
Before aergon
I first studied law in Switzerland, and then psychology in Australia and England. Social and organizational psychology were the fields that excited me the most. With this useful combination, I started my career in HR. I was based in Sydney, London and Zurich and I worked in the insurance, banking, IT, and legal sectors. In all these areas, I came to realize how much I enjoy advising managers – and I then went on to lead a team myself.
I also worked in IT sales for five years. During that time, I realized that even in a fast-paced technical environment, the human component is crucial in customer relationships. I wanted to focus more on the psychological aspect while still maintaining contact with customers, which is why I switched to aergon.
Besides aergon
I live near Zurich with my fiancé. I love to spend time near water, whether on a winter walk or a summer swim. As an avid podcast listener, I took the leap in front of the microphone in 2022 and now I host the HR Today Praxis-Minutes. I also host the Grenzgespräch podcast, together with a friend. Apart from that, all it takes is a few beats of good rhythm to get me dancing.
Most transformation processes are driven primarily by the need or desire for better economic performance (‘better results’). As well as the business side of things, however, there are two further aspects to an organization which need to be part of the transformation process; we describe this as the ‘I-We-It’ model. ‘It’ stands for a company’s strategies, systems, structures and business activities – these are usually the main focus of change projects. But in order to efficiently manage and develop these purely business elements, an organization needs a strong ‘We’ – a unified leadership team with enduring partnerships based on trust, shared values and an overarching mutual purpose. This enables a well-configured team to become a source of economic power which stimulates it members and helps them grow, unlocking their hidden potential. There are few joys in life that compare with experiencing success as part of a team.