Change management and culture transformation

The volumes in customer service contacts had grown steadily during past few years and the current operating model did not serve the company as well as it could have. Response times and first contact resolution rates were not satisfactory and customer Net Promoter Scores were declining every month. A new way of working with stronger collaboration and a set of new skills was needed.

We re-designed the process and ways-of-working in the customer service front-end and back-end teams. We tailored a training program and content to fit their needs and implemented the trainings with ongoing support for leadership engagement and communication. Stronger collaboration models inside teams and cross teams was introduced with a clear set of KPI’s to measure the daily success.

Customer service operations were no longer in “alert mode”. Personnel had a clear sense of tasks and priorities to work on each day – and a new set of skills to meet the targets. The team leaders were able to track the success of their teams and had a new leadership and coaching toolkit to support each individual in their personal growth journey. Clearly communicated and documented roles and responsibilities between teams were designed and trained for people to ensure seamless collaboration

A global industrial manufacturer needed to unify their siloed ways of working to serve their customers better with end-to-end lifecycle solutions.​

Key success drivers were combined Capital and Service lifecycle solutions, collaboration throughout product groups, and improved customer satisfaction and employee experiences.

We helped create service visions and blueprints for lifecycle business models, increasing customer focus. People activities, communication and change agent network were key in creating winning strategies and gaining more market share.

Company wide learning programme was implemented to support the new ways of working and enabling change globally in daily operations. 

Together we achieved ​

• Coached sales personnel to win major sales cases of over 100M€,​

• Communicated for the personnel frequently and impactfully throughout the project​

• Had multiple fun and engaging events for key stakeholders to create momentum​

• Trained over 500 impact makers globally and​

• Increased the company’s profitable market share from 50% to 70%.

Client had created a high-level growth strategy and we joined the forces to kick off determined efforts to design the strategy in more details, operating model to support it and implement the new operating model.​

We took the responsibly to plan and manage the change management for the whole transformation which required also significant organisation change starting from the executive management team level.

We led the change management team which analysed the organisational impact, formulated the needed description of it to the employee negotiations and supported in managing the negotiations.​

We planned and managed also all the other change management elements like change leadership, communication, training and change measurement.

Needed employee negotiations were held in five countries in good cooperation. Significantly renewed organization got nominated successfully (approximately 2000 employees in scope). ​

New operating model was trained and new organisation with new roles was taken into use without any operations or business disruptions.

Client had identified change management as one of the key success factors in making their strategy come to life. ​

The starting point was a clean sheet –they had no processes, roles or common ways of working in place. A holistic change management model with suitable governance needed to be designed, staffed and implemented.

We created the high-level concept and content areas of change management – this worked as the basis for the model. Then we created a 100-page change management handbook with all the needed theory, tools and templates.​

Simultaneously we worked with group business leadership to create a governance model for how the model would be steered in the future as well as built a roadmap for implementation.

In the end the client had a well-functioning intra-page to work as the first point of contact for change management information, tools and templates.​

They also had established and nominated a new group wide core team for change management with clear roles and objectives.​

The designed roadmap worked as the backbone for all development activities.

The client had set up program to define, develop and deploy operating model and systems which would develop the wealth management business according to its strategy and fulfill the MiFID II (Markets in Financial Instruments Directive II) requirements. ​

No focus had been put to change management or on how the defined changes would be implemented.​

Change impact assessment was conducted to identify the key changes for each impacted stakeholder group.​

Change management approach was defined together with the client.​

Fully functional change management team was organised.​

Thirteen deployment projects were organized and change management plans were made for each of them together with impacted organisations’ leaders.

More than 5000 employees were trained with e-learning and class room training with positive training feedback (NPS = 70)​

Approximately 800 000 customer were informed or contacted about the change.​

Change adoption and result measurement showed that targets were met.

There were several processes and systems in use to handle spare and ware parts’ quotes and orders. There was no visibility to the process efficiency. Common processes and Salesforce as a global tool was decided to be taken into use.​

We were responsible for the PMO, process design and change management.

Change impact was assessed to understand the impact to different stakeholder groups which had different processes and systems in use. Training needs were identified based on the assessment, and they were turned into training curriculum and plan. Extensive and global training program was carried out with phased go-lives. Adoption was measured and followed after go-live to ensure expected results.

Approximately 800 employees were trained with train-the-trainer approach. New processes and Salesforce as a new tool was successfully taken into use.​

Visibility to common processes and system usage was created. This enabled to follow up of correct ways of working and process adherence.

Client’s M&A led to a state where the leadership wanted to save all the well working parts from both companies, while renewing the parts that needed improving.​

The companies had 1200+ employees and the merger needed to be carefully planned from people, office network, products, systems and leadership perspectives.

We worked closely with the people and culture function to design a detailed roadmap for the merger. The roles and reward systems were planned, employee negotiations were executed, new teams and leadership structures were trained, multiple supervisor and personnel workshops were facilitated to create understanding around culture and how people can support each other and work seamlessly together in the new company.

The top management team was very happy about how the merger was handled. Key people were engaged and aligned throughout the change journey and everyone new their own role in the new company. Organisational culture evolution and leadership development was in the core of the merger. Communications and people activities received great feedback. Eventually the merger evolved into a robust multi-year development program that is still ongoing in the company. 

The client was deploying SAP modules in their global sites to enhance their asset lifecycle management. A gap emerged in synchronising changes in the connected systems and other ongoing projects. ​

We were tasked with coordinating the change management activities to ensure successful implementation of the changes, under the same timeline as the SAP rollout.

• Created comprehensive change management plan aligned to the overall program scope & timelines​

• Conducted workshops to understand change impacts and tailor site-specific change strategies​

• Engaged leadership through briefings for alignment and support​

• Implemented a comprehensive communication and training plan to prepare stakeholders for the changes

• Achieved integration with SAP deployment timeline and minimal business disruption, preserving operational continuity for the sites​

• Coordinated trainings for ~300 people in system and process changes with positive feedback​

• Enhanced stakeholder readiness and engagement through effective communication for over 1000 impacted stakeholders​

• Change measurement plan to follow the adoption of changes

The client, together with us as the main deliverable partner, was kicking off their SAP enabled business transformation. We were tasked with setting up the change management approaches for the program. In addition, we oversaw the onboarding and upskilling the pilot countries’ teams and their change managers .

Our team led the efforts in creating and executing: ​

• Engaging communications to convey change vision​

• Stakeholder assessment for tailored Leadership engagement.​

• Personal led approaches for change impact assessment & training plans ​

• Influencer networks for grassroots support and a tangible business readiness approach

• Successfully created robust change management approaches for the program to ensure smooth transition to new ways of working​

• Creative, targeted and engaging communications and events to enhance people readiness ​

• Onboarded and leveraged local teams, change managers and influencer networks to effectively localise and sustain change efforts