Over four months, seven workshops and two seminars brought together the company’s 60 employees — from field agents to administrative staff and leadership — to move toward a shared trajectory

Oya Énergies is a public cooperative responsible for energy management in its region. In today’s tense context around energy issues, the cooperative needed to renew its communication strategy to engage both internal and external stakeholders.

Initiated by the Big Happy communication agency, this repositioning process required co-creation among teams to explore questions such as: “What is our unique expertise, and how can we showcase it?”

The process aimed to foster team alignment, collaborative projects, and a sense of ownership over the organization’s new collective trajectory.

OUR ROLE

Co-facilitation with our partner Sandra Tschudin

Creating a space for listening and reconciliation
Acknowledging the company’s history and facilitating dialogue following the merger of two entities.

Sharing experiences
To identify key principles, values, and areas of collective expertise.

Building collective pride
Around a co-constructed positioning that unites all teams.

Encouraging initiative
To bring the new positioning to life and shape a shared action plan.

01 – Event planning and design

Clarified key objectives and validated the intention for each session. Designed tailor-made activities for seven subgroup workshops and two full-company seminars.

02 – On-site facilitation

Facilitated collective intelligence sessions and synthesized the outcomes to support the expected results.

03 – Coordination

Ensured alignment among all stakeholders — the communication agency and the executive committee.

04 – Graphic facilitation

Created visual murals during each session to illustrate and align shared values and expertise. Each subgroup’s work was captured on paper and later summarized digitally.

IMPACT

The articulation of workshops, co-designed with leadership and partners, allowed the team to adapt sessions in real-time.
Listening deeply to participants’ needs proved essential — mid-process, we adjusted the structure to give more space for expressing tensions before moving toward appreciation, common ground, and collective projection.

As a result, most of the teams were re-engaged, co-creating inspiring actions that the executive committee has since taken forward.

The time spent together, the co-constructed positioning, the visual harvests capturing shared visions, and the collective action plan brought new energy and enthusiasm across the organization.