Realistically prioritize and manage change to succeed
The organization was introducing a new business model and numerous changes were required to make it happen. The need to introduce a change management centre of expertise became obvious to support the management team in its prioritization process and to provide all managers and employees a set of tools to better manage changes and develop their resilience.
Define a prioritization process that would take into account the organization’s capacity to carry out their projects and the capacity of the various sectors to integrate them. Put in place a new governance model. Develop a prioritization tool and support the management team in its appropriation. Set up a change management toolkit, redefine change management roles and responsibilities. Train and develop the skills of managers in change management. Develop internal trainers to support the training of all employees.
They now have a centre of expertise ready to support the organization in managing changes to come. A management team better equipped to prioritize change initiatives and concerned about their people capacity to integrate change.
Aligning the Management Committee on the need for an internal transformation
With increasing environmental pressures on the industry and a need to revisit their market positionning, numerous internal changes and projects were required to be ready for the future of the organization. A major ERP implementation was a key component of their strategy but IT couldn’t find a business sponsor to own it no matter how important the investment was. The organization wanted to measure the appetite of its Management Committee to embark on a major internal transformation and then, decide wether or not an ERP was to be a lever for such a transformation.
Prepared an online questionnaire administered to 25 people (Management Committee members and key directors in the organization). Ran 22 interviews to understand their perspective on WHY an internal transformation would be required, what would be the key components of such a transformation, and the benefits of an ERP implementation. Prepared findings and recommendations together with the internal working team. Held 3 workshops with the Manangement Committee to address each of these 3 questions.
Within 7 weeks, their appetite grew form an average of 4-4.5 to an average of 8-8.5. Management Committee members were given presentations on the basics of ERP implementations in 2020 and the results of a study of potential benefits for the organization. The organization has launched an internal transformation program that will bring together all the ongoing or planned local initiatives and align them on the organizational needs required to meet its long term vision.
Defining a transformation execution program
This manufacturing organization had acquired one of its largest competitors and had to integrate both organizations with large projects that were all very important and urgent (closing plants, modernizing production equipment, restructuring the organization, implementing a new ERP to replace old and obsolete systems in both companies, etc.) They had drawn up a five-year plan of which 80% had to be achieved in the first 12 months. A year later, despite good will and lots of discussion, no progress had been made. Our mandate was to support the Management Team in the development and roll out of a transformation program.
Facilitate workshops with the Management Team to define their vision, the major transformation programs and associated benefits. Plan and facilitate strategic retreats with all managers. Define and contribute to the roll out of a Transformation Office and coach the newly appointed transformation leader. Support the Management Committee in defining their operating modes for the transformation (annual, quarterly, monthly meetings etc.) Support the HRVP in developing his cultural transformation program.
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