Organization and System Transformation Change Management for National Transportation Industry Leader

Need: National transportation industry leader sought change management support for implementation of a new IT system for its drivers, which would impact business processes, shift organizational power of front-line managers, and change the role of drivers. Key sponsor had deep functional and process knowledge but limited capability in effective change management. 

Action: Delivered a change management and training strategy and toolset. Assessed impact on key stakeholders and crafted plans to introduce them to the change and become active participants in the initiative. Coached key sponsor on transformation leadership.  Determined change management objectives and key outcomes.  Developed a five-phase model for transformation. Recommended implementation plan. 

Result: Drivers successfully learned to use the new IT system.  Before- and after- change survey results indicated readiness and support for the new system (88%).  Front-line managers transitioned to higher-value work as drivers gained more autonomy. Company achieved compliance with new regulatory requirements. Key sponsor recognized for successful delivery of the project and for advancing the organization’s change management capability. 

Public Health Organization Transformation

Need: Multi-site public health organization sought to integrate several common business functions from across three divisions. Divisions operated autonomously with highly distributed leadership model – unique processes, metrics, and organizational identities and cultures, which drove cost without delivering justifiable value. High levels of resistance from employees and even some leaders. Effort was part of a larger reorganization designed to realign structure and service offerings to improve program quality, align with changing public health priorities, and lower operating costs.

Action: Designed and delivered executive alignment sessions to determine new high level organization design. Facilitated creation of new governance structures including key roles, decision rights, and accountabilities. Facilitated sessions to determine detailed organization design including new processes and roles. Developed staffing model and facilitated sessions to place employees. Coached executive leaders on change leadership actions. 

Result: Resulting organization design enabled achievement of the business case. Stood up new leadership team including governance model. Successfully migrated all employees and leaders into the new organization design including processes, roles, and systems. 

M&A Integration for a National Staffing and Workforce Solutions Provider

Need: A national provider of specialized workforce solutions had acquired a boutique workforce solutions business two years prior and now sought expertise to integrate the boutique business unit into the larger enterprise.

Action: Led integration of acquired business into the enterprise’s business, technology, and process platforms. Designed and activated new organization structure, which included full integration of scalable business functions into the enterprise’s shared services organization. Led cross-functional redesign and activation of key business functions and processes. Designed and led organizational learning solutions to enable acquired employees to learn the enterprise’s processes and systems.

Organizational Capability Development for a Global CPG Enterprise

Need: Global enabling / operating unit of a global beverage company sought to shift from a productivity- and cost-driven organization to a true business partner known for:

• engaging internal-customer experiences
• effective, easy-to-use, cost-sensible business solutions
• meaningful work and professional development for associates.

Action: Partnered with the unit’s leaders and senior HR/SBP to define, build, and implement an organizational capability model. Objective of the model was to identify, develop, and sustain the specific skills, behaviors, competencies, programs, tools, processes, and measures needed to enable the unit’s workforce to successfully achieve the shift. Developed two top-line organizational metrics and defined four essential organizational capabilities. Led roll-out and activation plans to engage leaders, managers, and associates in the overall benefits of the capability model. Led design, development, deployment, and ongoing operations for the capabilities including:

• Competency definition
• Maturity model development
• Curriculum and content design and development
• Design, execution, and deployment of training programs for all associates (1,800)   and managers (270)
• Certification of 50+ program facilitators and 12 program site leaders
• Master program facilitation
• Partnership with centralized enterprise L&D organization
• Design of reward and recognition programs

Results: Capabilities contributed to gains of at least 14% for top-line organizational metrics. Associated behaviors statistically shown to be drivers of increased organizational performance.

Preparation for Global Chemical Manufacturing Company’s Divestment of a Business Unit

Need: Large, global chemical manufacturing enterprise made a strategic decision to divest a global business unit in a declining industry sector to allow the enterprise to focus on new opportunities in emerging sectors. The enterprise sought support to transition the unit to a wholly owned subsidiary in advance of a complete divestiture. 

Action: Supported HR workstream with due diligence to design HR operating and service delivery model for the new subsidiary. Supported global HR team to operationalize HR programs and processes as new legal entities were stood up.  Partnered with IT, payroll, finance, global mobility, and other key functions to ensure readiness.  Crafted and delivered change plans to prepare affected workforce for Day 1 operations. 

Results: All Phase 1-3 locations were successfully transitioned to the new subsidiary on time and with minimal disruption to HR processes and programs.  Ensured readiness for future transitions.   

Leadership Continuity Support Following Transition of a Non-profit’s Founder

Need: Board of Directors sought organizational support as it faced “founder’s syndrome” and transitioned the founder out of the president role. 

Action: Partnered with the Board President and Executive Committee to craft a plan for leadership continuity.  Recommended a new organization design, governance model, and scalable operating model more aligned to the organization’s growth in size.  Contributed to candidate screening during the executive search process for a new president. 

Result: Board accepted recommended organization design, governance model, and operating model. Founder transitioned to a new role that leveraged his strengths while allowing a new generation of leadership to flourish including a newly onboarded president.