Genius Mapping: An ultra-personalised approach aligned with your essence

Using powerful tools, we redefine leadership not as a rigid model, but as an organic flow that fosters creation, connection and impact.

Genius Mapping is a deeply personalised approach that combines the principles of Human Design and astrology to reveal your unique potential. Unlike traditional methods focused on skills or productivity, this technique guides you towards your true zone of excellence, your zone of genius. The result: you express your full potential with ease, fluidity and effortlessness.

What is genius and how do you reveal it?

Genius is often associated with brilliant minds such as Einstein or Leonardo da Vinci. However, genius is not reserved for an elite: everyone has a unique genius just waiting to be revealed. As Einstein said:

“Everyone is a genius. But if you judge a fish on its ability to climb a tree, it will spend its life believing it is stupid..”

Your genius manifests itself when you are in your natural element, a state where your talents, energy and intuition are perfectly aligned. But how do you identify it? That’s where Genius Mapping comes in.

Genius Mapping vs. Human Design: what’s the difference?

Human Design is an extraordinary tool for better understanding your energetic functioning, your innate strengths and the way in which you interact with the world. It provides valuable insights into your deepest nature, but is often difficult to translate into concrete action.

Genius Mapping goes further: it doesn’t just analyse your design, but helps you to fully embody your genius by giving you practical strategies for exploiting it on a daily basis.

Why explore your zone of genius?

Limiting yourself to your zone of competence can lead to a career or lifestyle that doesn’t fully fulfil your potential. By accessing your zone of genius, you can :

• Work with greater ease and pleasure, without fighting against your deepest nature.
• Make decisions in line with your true essence.
• Gain confidence and clarity about your mission and your unique talents.
• Create more impact in your personal and professional life.

How does Genius Mapping work?

Understanding your genius through Human Design is one thing, embodying it in your everyday life is quite another. Genius Mapping guides you step by step in transforming your potential into a concrete force in line with your deepest nature. Here’s how:

1. Deciphering your unique profile: Human Design, astrology, natural talents, energetic strengths.
2. Exploring your zone of genius: What puts you in your zone of ease and optimal performance.
3. Alignment and action: Concrete strategies for maximising your potential on a daily basis.

Ready to discover your personal genius?

Be the first to try out the Genius Mapping programme and start embodying your full potential.

I want to reveal my genius

Cultivating connection and emotional intelligence

Check-ins – or inclusion rounds – at the start of a session have become an essential practice in many teams, adding significant value to group dynamics. This ritualisation of emotional expression offers considerable benefits that go beyond mere formalities. What are the benefits?

1. Reduced stress and anxiety. Emotional check-ins establish a space where each team member feels safe to share their emotions without judgement. This creates a climate of inclusiveness, fostering trust and transparency within the group. Members are more inclined to express themselves honestly, knowing that they will be listened to with empathy.
2. Strengthening interpersonal bonds. By sharing their emotional states, team members establish deeper connections with each other. Understanding each person’s emotional state strengthens interpersonal bonds, creating a more cohesive team. These emotional connections contribute to better collaboration and a positive team spirit.
3. Improving collective emotional intelligence. Check-ins encourage the development of emotional intelligence within the team. By becoming aware of their own emotions and understanding those of others, team members gain a better understanding of the emotional dynamics of the group. This can lead to more effective communication, more constructive conflict resolution and more careful management of the team’s well-being.
4. Optimising productivity and creativity. Emotionally connected team members are more likely to work harmoniously and effectively. When emotions are recognised and processed, individuals can focus more fully on their tasks, fostering an environment conducive to creativity and problem-solving.

The conditions for an efficient check-in

For check-ins to be truly effective, they must be properly supervised. Here are the essential conditions to take into account:

1. Establish a framework of trust. Each member of the team should feel free to express themselves without fear of judgement. At the start of this practice, it can help if the rules enabling this safe framework are defined collectively, for example, by drawing up a charter. Traditionally, these include the rules of benevolence, confidentiality and sovereignty.
2. Limiting speaking time. To avoid certain people taking up too much time and having the check-in take up a disproportionate amount of the meeting, it is essential to establish and enforce a rule limiting the length of each intervention.
3. Adapt to the team. The format needs to match the culture and dynamics of the team. Some teams prefer lighter check-ins, others more in-depth.
4. Managing the atmosphere. If a participant shares negative emotions, the moderator can guide the discussion towards positive aspects to maintain a constructive atmosphere.
5. Vary the formats. Alternate types of check-in (quick question, emoji, positive anecdote) to keep people engaged and avoid monotony.

THE METHOD

Develop, innovate and lead with intuitive intelligence.

In the professional world, performance and fulfilment are not mutually exclusive. Intuitive intelligence is based on a simple but powerful principle: by cultivating their intuition, individuals and organisations can access a more fluid, creative way of operating that is aligned with their deepest values.

Be intuitive. Dream big. Take action.

Discover the transformative power of intuition with our comprehensive programmes designed for entrepreneurs and leaders. At Prefix, we provide you with the tools, strategies and guidance you need to harness your intuitive intelligence and drive success. Whether you’re looking to grow your business, boldly innovate or lead your team to new heights, our personalised coaching will help you unleash your full potential. Step into a future where intuition and strategy work together to shape extraordinary results.

We have several one-to-one coaching programmes designed to help entrepreneurs and executives transform their personal and professional futures using the power of intuitive intelligence. As a result of these programmes, you’ll be better able to focus, make the right decisions without hesitation, defend them to a board of directors or executive board and achieve your goals faster and more effectively.

Why choose intuitive intelligence?

✅ Make clear, confident decisions: hone your intuition for strategic decisions and turn uncertainty into clarity.
✅ Inspire and engage your team: Adopt authentic leadership by developing clear, high-impact communication, creating an environment conducive to innovation and collective commitment.
✅ Combine performance and fulfilment: Build a working environment where your values serve as a compass, combining ambition, balance and creativity, for lasting and truly transformative results..

Who is it for?

• Executives, entrepreneurs and managers who want to strengthen their leadership by combining intuition and informed decision-making.
• Professionals seeking a balance between performance and fulfilment in their careers.
• Anyone with ambition who wants to adopt a more fluid and aligned approach to transforming their professional dynamic.

PROGRAMS

If you have any questions about intuitive intelligence, please contact a.dari@prefix.ch specifying your needs.

Can you introduce yourself, your organisation and your role in it?

I’ve been working at the Faculty of Science at the University of Neuchâtel for 10 years. As part of the Faculty Secretariat and Dean’s Office team, I coordinate all academic activities relating to Bachelor’s and Master’s level courses.

I am responsible for the administrative and technical follow-up of courses and the smooth running of examination sessions, while ensuring that regulations are respected.

Why did you decide to take part in the Circular Project Management training course at the Prefix Academy?

I took part in this course as part of my CAS in public management, project management option.

What were the main challenges or problems you faced before the training?

I was regularly faced with problematic situations, the resolution of which required the implementation of a project methodology. I’m thinking in particular of pedagogical and technical developments, which are not easy to implement in a highly institutionalised academic environment where there is very little room for manoeuvre.

Since you took the Circular Project Management course, have you been able to apply the tools and methods taught? If so, can you share how this has contributed to the mastery and success of your projects?

Yes, even though the training was completed recently, a number of tools and an understanding of the importance of the project outline have enabled me to review the way we manage projects with my colleagues. We now have the tools we need to engage stakeholders and ensure that projects are carefully monitored. We’ll also be much calmer in the face of constraints and the inevitable obstacles.

What struck you most about Circular Project Management, and how do you find it different or more relevant than other certification methods?

No doubt its flexibility. In a way, this method is the ‘Swiss army knife’ of project management: you may not need all the tools presented, but the methodology makes it possible to define which ones are necessary and thus to form a coherent whole around the project outline and the dashboard.

It also allows the manager to take a step back and review his or her work.

Can you share a funny or memorable anecdote from the training that you think reflects Prefix’s values?

Several of them! But what I remember most of all was the good humour that reigned throughout the course. Thirteen people from all walks of life came together in a classroom in the basement of a building, and the result was some great encounters, laughter and life lessons to remember. And a fool-proof project management method!

Philippe’s teaching style has a lot to do with it.

Planning poker is a fun, collaborative tool using a card game where each member of a team evaluates a task or decision by choosing a card corresponding to a specific value. The cards are revealed simultaneously, then discussed until a consensus is reached. This avoids influence bias and encourages collective participation in decision-making and the management of various priorities.

Planning poker is often used by agile project teams, but it can also be used to address other important issues within an organisation.

How can planning poker be used?

1. Prioritising tasks and projects
   Planning poker enables tasks or projects to be ranked according to their impact, urgency or complexity, by fostering a collective consensus. This helps to better manage priorities by taking into account different points of view.
2. Risk assessment
   The tool can be used to estimate the probability and impact of risks in a project, making it easier to take informed decisions on preventive action.
3. Allocation of resources
   Thanks to collaborative estimation, planning poker helps to better allocate resources according to the needs and capacities of the team, thereby optimising efficiency.
4. Strategic decision-making
   Planning poker can be used to evaluate strategic options by weighing up different factors (costs, benefits, feasibility). This makes decision-making more transparent and collective.
5. Continuous process improvement
   By assessing the performance of internal processes, planning poker makes it easier to identify areas for improvement, taking into account the opinions of all employees.
6. Estimating tasks in an agile project
   The main use of planning poker is to estimate the tasks in a project managed by an agile team. Each team member gives a numerical estimate (based on complexity points or units of time) to assess the effort required to complete a task. This collective estimate enables different points of view to be taken into account and uncertainty to be reduced by reaching a consensus, which is crucial for effective sprint planning and priority management.

The benefits of planning poker for an organisation

Using planning poker encourages collective participation, reduces decision-making bias and improves communication between teams. Its adaptable approach makes it useful in many contexts: prioritisation, risk management, strategic decisions, etc. By integrating this tool into your processes, you can optimise team commitment and improve the overall management of your organisation.

Facilitator specialising in human leadership development

“In a world where economic and societal paradigms are changing rapidly, it’s essential for companies to adapt flexibly, but also to strengthen their human dimension. With this in mind, I’m delighted to welcome Ayung Dari, who joins Prefix as a Personal Transformation Facilitator.

As E. F. Schumacher so aptly put it in Small is Beautiful, “Economics is too fragmentary to reach valid conclusions if it is not complemented by a broader study.”. This is an ideal time to rethink our economic and managerial models, placing people and the environment at the heart of corporate strategies.

Ayung embodies this transformation, offering coaching that helps us identify our blocks, reprogramme our limiting beliefs and boost our self-esteem, ultimately releasing our potential and enabling us to manifest our life as we have always wanted to live it.

Based on new neural pathways, this process draws on neuroscience, Vedic psychology, systemic constellations (epigenetics) and the notion of pleasure. In particular, it is based on neuroplasticity, the brain’s incredible capacity to change throughout our lives. It’s a fact: every time we learn or do something new, our brain changes.

Experience and expertise

Drawing on her diverse experience in neuroscience, systemic constellations, Ayurvedic therapy and the economy of meaning, Ayung has developed a holistic approach that integrates scientific, human and spiritual perspectives. Her expertise in neuroscience, particularly neuroplasticity, enables her to help managers understand how the brain can reorganise and evolve through new habits and learning. She also draws on systemic constellations to address unconscious dynamics in professional and personal relationships, offering her clients a framework for exploring blockages and strengthening their leadership.

Her training in Ayurvedic medicine adds a complementary dimension to her approach. Ayurveda, with its vision of balance between body, mind and environment, enables Ayung to integrate wellness practices focused on prevention and inner harmony. This holistic approach enables her to combine age-old healing methods with modern advances in neuroscience, creating a unique form of support in which physical, mental and emotional health are at the heart of personal and professional success. By combining these different disciplines, she helps our clients develop a deeper awareness of themselves and build more resilient and ethical businesses.

An invitation to change

Today, geopolitics, technology and climate change are redefining our priorities. It is in this context that human-centred leadership takes on its full meaning. Through a combination of empathy, caring, determination and resilience, Ayung helps leaders reconcile bold vision with humility, courage with confidence, while fostering an environment where psychological safety and creativity are at their peak.

With the arrival of Ayung, Prefix reinforces its commitment to supporting businesses in a changing world. Together, we are rethinking the role of leadership and redefining success around more human, conscious and sustainable values.

Small and medium-sized enterprises (SMEs) play a crucial role in the economy, but many of them face recurring challenges in terms of governance and strategic decision-making. Often, in the absence of resources or formal structures such as a board of directors or advisory committee, these businesses are forced to rely on the shoulders of their managers for all important strategic decisions.

A consultative and collaborative approach

It is in this context that Cross Boards are emerging as an innovative and collaborative solution. The idea is simple but powerful: to bring SME managers together in mutual advisory boards, where they can share experiences, critical perspectives and offer advice to each other.

Cross Boards are not just about filling an organisational void, but about transforming the way small businesses approach governance. This consultative approach encourages voluntary exchange between peers, allowing participants to benefit from constructive feedback and diverse expertise without the constraints associated with setting up a traditional board structure.

Adaptability

What particularly sets Cross Boards apart is their adaptability. They offer the possibility of modifying the composition of boards in line with the company’s changing challenges and objectives. This flexibility is essential if organisations are to remain reactive in the face of a changing environment, or when they are in a phase of evolution or transformation.

In incubation

At the time of writing, the Cross Boards solution is in the Prefix Incubator. The aim of this initial phase is to refine the concept, evaluate its effectiveness and adjust the processes based on feedback from participants. Ultimately, the aim is to extend this initiative to a wide range of entrepreneurs, define clear rules for participation and create a self-sustaining solution for SMEs.

If you are a business manager interested in the idea of benefiting from Cross Boards or contributing to its development, we invite you to get actively involved. Your participation could not only enrich your own expertise but also shape the future of SME governance.

To find out more, you can follow the solution in the Incubator.

Reason for being

Ten years after its creation, Prefix is gradually changing its DNA, evolving from a mission centred on project management expertise to a focus on developing new organisational management solutions.

By organisational management solutions, we mean all aspects requiring management and control within an organisation, such as :

• Governance (mission, purpose, values)
• General management (strategic objectives, organisational structure)
• Operational management (business processes, projects)
• Human resources management (collective and emotional intelligence)

Values

• Pleasure. Joy, fulfilment and wonder are the driving forces behind the development and implementation of our solutions. We’re no longer talking about work, we’re talking about entrepreneurship!
• Fusion. We combine ideas, talents, methods and values to create something greater than the sum of its parts. Rather than compartmentalising or opposing, we prefer to merge.
• Universality. Our solutions must be able to address as many users as possible, regardless of their environment, context, culture or geography.
• Aesthetics. As aeronautical engineers say: ‘An aesthetically pleasing aircraft will fly well’. We pay particular attention to balance, fluidity, coherence and harmony in our solutions.
• Well-being. Our solutions promote individual and collective well-being in a holistic way, whether in physical, mental, environmental or financial terms.
• Adaptability. Our solutions must be able to adjust to changes, whether they come from needs inside or outside the organisation. They are organic.

Integrating new talents

To support the evolution of Prefix’s raison d’être, we will be bringing on board new people who will bring complementary expertise and open up new horizons.

In line with the values mentioned above, Prefix will adopt an active recruitment approach to identify skills that meet specific needs, while remaining open to unsolicited applications. These contributions will enable Prefix to continue to develop its raison d’être, under the impetus of new collaborations.

Incubator

As part of the evolution of its mission, Prefix is launching its Incubator, a platform dedicated to the development and testing of new organisational management solutions. Once these solutions have been created, tested in the field and consolidated, they will be made available under an open licence.

At the same time, the Prefix team will be working alongside its customers to help them integrate and deploy these solutions, and then take ownership of them so that they can evolve independently.

This is the path followed by the Circular Project Management method, which has now been matured, taught and applied by Prefix customers for several years.

Break the isolation of decision-making: adopt collective intelligence

The challenge facing SME managers: making strategic decisions alone

The managers of small and medium-sized businesses often find themselves alone when it comes to making crucial strategic decisions, in the absence of a management committee or external advice. This isolation can become a real hindrance, limiting the ability to take a step back and access informed advice.

Without an outside perspective or exchanges with peers, strategic decisions can be harder to structure, increasing the risk of mistakes or missed opportunities.

The Cross Boards: collective intelligence at the service of managers

To meet this challenge, the Cross Boards offers an innovative approach. The system is based on consultative, collaborative and flexible governance, where SME managers and volunteer experts help each other to make more informed decisions.

By joining a Cross Board, each manager benefits from :

• An outside view of its strategic challenges.
• Pragmatic advice based on the expertise of our peers.
• A flexible, personalised approach tailored to the specific needs of your business.
• A support network based on voluntary exchange and reciprocity.

How do the Cross Boards work?

The principle is simple but powerful: peer-to-peer exchange. Each entrepreneur forms his or her own advisory board by selecting volunteer advisers from a variety of backgrounds. These experts bring their vision, skills and a critical eye to the table, helping to clarify strategic decisions.

The key idea behind Cross Boards is based on a dynamic of mutual support: each member benefits from the advice of his or her group and, in return, contributes his or her expertise to others. This approach guarantees a mutually enriching sharing of experience and effective networking between entrepreneurs.

Managers can adjust the composition of their board as their needs change, ensuring maximum agility and relevance.

Join the Cross Boards experiment

Currently being tested by Sinabe and Prefix, this approach is looking to be extended to a wider network of entrepreneurs in order to structure a sustainable and autonomous model.

We are looking for :

• Entrepreneurs wishing to benefit from Cross Boards and actively contribute to their development.
• Volunteers who are willing to contribute their expertise and take part in Cross Boards.

Would you like to join the experiment and contribute to a new dynamic of collective intelligence?

I would like to experiment the Cross Boards

Project portfolio management is often neglected, if not totally absent, in many organisations. The most common justification given is lack of time or the complexity of such an approach, whereas in reality it is often a question of a lack of awareness of the importance of this aspect in running an organisation.

Why does an organisation carry out projects?

An organisation can be represented schematically by a pyramid structure divided into three distinct parts.

Strategy. The top of the pyramid symbolises the mission, the reason for being and the strategic objectives of the organisation. These terms define the general direction and the framework within which the organisation operates.

Processes. Processes are at the heart of the organisation’s activity. They represent its business, its know-how, as well as the tacit knowledge and collective expertise accumulated over time. Continuous and repetitive, they generate value for the organisation and its customers. This value can take many forms, including financial benefits, reputation, comfort, social responsibility and sustainability.

Projects. Projects are temporary initiatives designed to stabilise or increase the added value generated by organisational processes. Acting as drivers of change, projects play a crucial role in an organisation’s ability to adapt to its environment and, consequently, to maintain or even increase the value generated by its processes.

Why manage a project portfolio?

Organisations often have a good command of their business processes, given that they represent their source of revenue. Without such effective management of all its projects, the organisation risks encountering difficulties in achieving its strategic objectives, innovating, adapting to its competitive environment and responding to changing market needs. This lack of project portfolio management can compromise its competitiveness and long-term survival.

What’s more, the financial and human resources needed to carry out these projects are often limited, as they are already largely used up by existing processes. Consequently, effective project portfolio management enables the organisation to optimise the allocation of its resources, prioritise initiatives that feed the strategy and maximise returns on investment.

How do you manage a project portfolio?

Defining strategy. Strategy is responsible for setting the broad direction and priorities of the organisation. In a well-managed organisation, all processes and the project portfolio are adjusted to meet this strategy.

Measuring consistency. Before authorising a project within the portfolio, it is important to measure its consistency with the organisation’s strategy. If a project is in line with the objectives and vision, it will make sense within the portfolio. If it is deemed too inconsistent, it will have to be adapted, put on hold or abandoned.

Prioritising projects. Prioritising projects is essential to ensure optimal management of the project portfolio. It ensures that limited resources are allocated wisely and that projects contribute effectively to the organisation’s overall objectives.

Project planning. It is crucial to plan the implementation of projects according to the availability of resources and their priority. This involves drawing up a realistic timetable, taking into account time constraints, team capabilities, available budgets and dependencies between projects.

Appoint a PMO. The PMO (Project Management Officer) will be responsible for overseeing the organisation’s project portfolio. In addition to this supervision, the PMO can also play the role of ‘guardian of the project methodology’, ensuring that best project management practices are followed consistently, and offer coaching to project managers.